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(Trine Consumer Products Division, Square D Company)

Brainstorming is the sine qua non of strategic consulting. It s what the clients really buy. . . . The most important ingredient for successful brainstorming is a clean slate. . . . The point of brainstorming is the generation of new ideas.

for model 001 magnet coil unit. (Trine Consumer Products Division, Square D Company)

These new ideas come from the McKinsey team and no one else. Perhaps the team carries past achievement or a coup d oeil from one of the company staff members into the room, but The McKinsey Way offers no guidance for doing so. But when it comes time to implement the strategy, we return to the company staff. To create real change with lasting impact,

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everyone that your solution touches has to accept it So once the board approves your strategy, you go to the middle-level managers and people on the line who will have to implement it You do this to let them know what s going on, not to get the benefit of their strategic insight You give them an implementation plan with specific instructions on what will happen and when at the lowest possible level of detail No wonder implementation is the Achilles heel of strategy consulting In The McKinsey Mind, Rasiel reports that for a long time McKinsey was known for outstanding idea generation but poor implementation That translated into a lot of reports full of insight just gathering dust on corporate bookshelves.

Rasiel tells us how to avoid the same fate for your ideas : You focus on the ability of the client to implement your solution through a clear implementation plan that includes exactly what should be done, by whom, and when Only then do you head off to the next problem In the end, the company staff implement your solution, according to your implementation plan It s your strategy, not theirs But they re the ones who have to do it, while you move onto something else No wonder consultants reports gather dust We single out implementation for special note because of its role in the resolution that follows coup d oeil If you don t understand and commit to your part of the strategy, you won t do it well, or even at all You have to have your own coup d oeil that gives you resolution.

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Although formaldehyde gas had been known for many years to be a powerful irritant that can contaminate the air in a house, it wasn t until the installation of urea formaldehyde foam insulation (UFFI) in houses that state and federal agencies began to focus their attention on it. Exposure to formaldehyde vapor can cause eye, nose, and throat irritation; coughing; skin rashes; headaches; dizziness; and nausea. It has been shown to cause cancer in laboratory animals. After the oil embargo of 1973, many homeowners, realizing the need for energy conservation, had insulation or additional insulation installed in the exterior walls of their houses. It is estimated that about 500,000 homes were insulated with UFFI, most of which was done in the 1970s. With UFFI, the quality of formulation and installation determines the amount of formaldehyde released. The amount also increases under hot and humid conditions. By the end of 1980, the CPSC received more than 1,500 complaints of adverse health effects associated with the release of formaldehyde gas from UFFI. In 1982, the CPSC banned the use of UFFI in homes; however, in 1983, the ban was overturned by a U.S. court of appeals. By that time, 268 Environmental concerns

In making strategy, the McKinsey method bypasses the company staff No wonder implementation fails In The McKinsey Mind, we do find a bit more on intuition and client involvement than in The McKinsey Way Our eyes even light up at this heading: See Through Your Client s Eyes But Rasiel means something else: your view of what the five or six priorities of the organization ought to be That s the first step toward seeing through your client s eyes because it forces you to concentrate on the client s foremost needs Too bad Instead of asking the clients what they see, you see for them..

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