Member-only story
How many times have you participated in a meeting where the problem is not identified, stated, or written? Personally, too much.
I remember as a child hearing my godfather saying “at work, we are paid to solve problems”. It sounded a bit negative at first, but I got it better with time, and with experience, feel what he meant. We can summarize the work of engineering in solving technical problems but the reality is, we must be solving customer problems.
McKinsey is one of the most famous consulting firms over the world, owning a tremendous reputation of high quality and costly consulting services. The stereotype of high rates, black suits and perfectly crafted presentations are following them. In reality, their customers do not buy slides but the enablement of “impactful transformational changes with data-driven insights”.
Internally known as “The Firm”, they shared two key books — “The McKinsey Way” and “The McKinsey Mind” — sharing some of their internal practices. Even if a bit commercial, they share useful materials from a company that mastered the process of problem-solving in highly-complex environments.
This article shares takeaways from the McKinsey Mind book that aims to be applicable in our quality engineering context.
