1. Mission: Serve Client Superbly well
2. "One Firm"
3. Every Assignment should bring more than just revenue - Such as Experience or Prestige
4. 1971 - Commission on Firm Aims and Goals - firm growing too fast, quality of work uneven, consultant lack deep industry knowledge
4.1. T-Shaped Consultants
4.2. MGM Ratio from 7:1 to 5-6:1
5. 1987 Knowledge Management Project
5.1. 3 Recommendations
5.1.1. Build common database of knowledge
5.1.2. ensure that databases were maintained and used, Hire full time practice coordinators as "intelligent switch"
5.1.3. Create more I-shaped - deep functional specialist with narrow expertise
5.1.4. Bill Matassoni - Direct of communications
5.1.4.1. Knowledge Resource Directory (KRD
5.1.5. Brook Manville - Yale Ph.D. electronic publishing
5.1.6. Firm Practice Information System (FPIS)
5.1.7. Practice Development Network (PDNET)
6. 1978 - McKinsey Staff Paper
6.1. encourage consultants to publish
6.1.1. 1982 In Search of Excellence
6.1.2. 1982 The Mind of the Strategist
7. 1980 -11 Clientele Sectors
8. Ron Daniel 1976
8.1. Faced Competition for BCG
8.2. Created first full-time director of training
9. 1980 - 15 Centers of Competence
9.1. 1 or 2 Experts
10. Fred Gluck
10.1. Fred Gluck MD - 1988
10.1.1. Promoted CPDC - Ted Hall
10.1.1.1. weed 72 Islands of activity
10.1.2. Client Impact Committee
10.1.2.1. Engagement Team (ET)
10.1.2.1.1. Traditional - 3-4 month assignment highly efficient and flexible, but focus on immediate task
10.1.2.2. Client Service Team (CST
10.1.2.2.1. add long-term value and increase effectiveness of individual engagement - individuals linked across multiple ET's
11. Practice Bulletins
11.1. 2-pae summaries of important new ideas
12. 72 Island of activity
12.1. Integrating to 7 sectors and 7 functional areas
12.1.1. Led by 5-7 expert partners
12.1.2. Stewardship model