The Mckinsey Way : Using the Techniques of the World's Top Strategic Consultants to Help You and Your Business

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On brainstorming: there are no bad ideas; no dumb questions; be prepared to kill your ideas; take notes.

Hugo Sarrazin: At every step of the process. In the problem definition, when you’re defining the context, you need to understand those sources of uncertainty and whether they’re important or not important. It becomes important in the definition of the tree. I work with the best people, who have taught me so much since my first day. Everyone has their own strengths, and leadership encourages all of us to bring our own perspectives during problem solving. I am continually amazed by the knowledge and insights of both senior and junior colleagues.

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One symptom may have different causes and we as doctors should never rely on the patient to diagnose. Charles Conn: For me, the most important thing is that we start with simple heuristics and explanatory statistics before we go off and use the big-gun tools. We need to understand the shape and scope of our problem before we start applying these massive and complex analytical approaches. On making presentation: be structured; resist the temptation to tweak your presentation up to the last minute; keep it simple. Include some questions you know the answer to. This gives insights into the interviewee’s style, knowledge, and honesty. You are looking for a fun, easy read that will teach you more about management consulting in general.

Structure, structure, structure. MECE, MECE, MECE. Hypothesis-driven, Hypothesis-driven, Hypothesis-driven.”– Former associate in Dusseldorf and San Francisco officesUse visual aids: Visual aids, such as charts, graphs, and images, can help illustrate your points and make your presentation more engaging. Use them sparingly and make sure they are clear and easy to understand.