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But then we find this heading: Share and then Transfer Responsibility. Here you identify areas where the client can safely become involved in the efforts designed to meet the particular client s needs. Then, once you re rolling, you can broaden the effort throughout the organization. It s worth the risk of some inefficiency to involve the client in a greater role. We re happy to see the company staff involved here, but we re still not sure whether they play a role in making strategy. We get a clearer view from two McKinsey alumni who are now at other organizations. The first, Bob Garda, tells you to take your preliminary analysis to the person who gave you the data. When you let them help you interpret it, it builds friends and allies. Well, that s a start. You involve the client in analysis. But you still don t let the client come up with a solution. That you do yourself. The second alumnus, Jeff Sakaguchi, tells you to complement the usual steering committee at the top with a team that involves the client at all levels. After all, clients are much more capable than many people believe. With accountability and exposure, they will be just as committed to achieving success. Sakaguchi concludes:

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This is the only time, in either The McKinsey Way or The McKinsey Mind, when someone suggests including the client in the process of coming up with a strategy. It s the only time when it is our job to help them get the job done, instead of its being their job to help us do it. And for Sakaguchi, it s not just a question of buy-in. He thinks you get quality, too. The client is actually capable. The main reason McKinsey keeps the client out of making strategy comes back to fact-based analysis. Whoever does the analysis makes the strategy, and only McKinsey has the time. The company staff is busy with the day-to-day work.

Figure 19.23 Procedural details for a mounted door frame installation. (Trine Consumer Products Division, Square D Company)

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And yet, in The McKinsey Mind, we note a retreat from complete faith in fact-based analysis. We read that sooner or later every executive has to make a major decision based on gut instinct. Especially outside McKinsey:

1-11/16"

In many organizations executives make major strategic decisions based as much on gut instinct as on fact-based analysis. Almost all the McKinsey alumni we interviewed found this a radical change from their time at the Firm.

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most of the installation contractors were out of business. If there is UFFI in the house, don t reject the house outright. At this time, the UFFI is not considered a major source of formaldehyde air contamination. Formaldehyde levels decline rapidly to below 0.1 parts per million (ppm) within the first year of the installation of UFFI. Although people vary in their susceptibility to formaldehyde, most healthy adults do not experience ill effects from exposure below 0.1 ppm. Also, since the UFFI was installed years ago, any vapors from the insulation would probably be negligible. Notwithstanding the above, there might still be a high formaldehyde vapor concentration in the air. Formaldehyde is found widely in many household and construction products such as plywood, particle board, chipboard, plastic laminates, cosmetics, cleaners, paper products, drapes, carpets, and even tobacco smoke. Symptoms of exposure to formaldehyde generally resemble those associated with a cold or allergies; however, the symptoms usually cease once exposure is discontinued. If you are concerned about excessive formaldehyde concentration in the house, have the air analyzed by a private qualified testing laboratory.

Note the source of this nod to gut instinct. When you leave McKinsey to join another company, you find a radical change from fact-based analysis to intuition. So McKinsey s method is very different from the way most companies operate. As a result, The McKinsey Mind works intuition into its basic consulting model. As Figure 8.2 shows, intuition joins data at the center of the Problem-Solving Process. 8 The central triangle shows the tension between intuition and data. Although Rasiel favors McKinsey-style fact-based problem-solving, you can t gather all the relevant facts before reaching a decision. Let s call it the fog of consulting. Since most executives make business decisions based partly on intuition gut instinct tempered by experience, your own decisions need a balance of both. So in theory, Rasiel gives equal billing to fact-based analysis and expert intuition. In practice, however, McKinsey seems to do one and not the other. Its fact-based analysis replaces expert intuition instead of striking a balance.