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1937年杰姆斯·麦肯锡教授逝世后，麦肯锡公司内部曾一度发生矛盾，从事会计事务的芝加哥分部不满纽约分部的亏损，另立山头。麦肯锡公司从1951年开始提出公司只服务于大公司的CEO们，员工由最优秀的MBA（工商管理硕士）组成，确立了本行业最重要的品质：“严守客户秘密，甚至在离开公司后仍然知道保持沉默”。麦肯锡公司在20世纪50年代实现了快速发展，成为美国国内咨询业首屈一指的领先者，并为其随后于20世纪60年代在国际市场上的拓展作好了充分的准备。到20世纪60年代末，麦肯锡公司已成为一家在欧洲和北美市场享有盛誉的大型咨询公司。20世纪80年代初，麦肯锡公司围绕大约18个行业增加了以行业咨询业务进行分类并组建了新的相关部门。20世纪90年代中期，麦肯锡公司为加强了咨询力量，增添了7个新的职能部门，使之在全球有84个分支机构和7000多名咨询专家。麦肯锡公司在咨询业树立了良好的道德规范和榜样，确立了全球管理咨询业的霸主地位。1995～2000年是世界经济史上非常独特的阶段。在这一阶段，世界和平、技术发展、全球扩张和宏观经济状况导致业务的飞速发展。因此，麦肯锡公司为大多数客户提供了有关增长战略方面的咨询。进入21世纪以后，随着美国经济衰退以及全球整体经济发展减缓，再加上9·11事件，麦肯锡公司应客户的要求，充分发挥其在经营运作、市场营销和企业金融等方面的丰富经验，帮助客户提高经营业绩，提高投资资本和现金流的回报，重组业务流程，同时使收入实现增长。2003年，伊恩·戴维斯出任麦肯锡公司全球总裁。麦肯锡公司于20世纪90年代初进入中国。1992年，麦肯锡中国第一家分公司上海分公司成立。1995年，麦肯锡北京分公司成立。麦肯锡公司在中国先后完成了300多个项目，其中为中国本土企业做的咨询项目达150多个。二、人才战略提升企业核心竞争力在1990年著名的《公司的核心竞争力》一文中，美国密执安商学院普拉哈拉教授和伦敦商学院加里·哈姆尔教授第一次提出“核心竞争力”的概念，并就“核心竞争力”作为竞争优势的源泉进行了精辟的描述和论证，指出：“核心竞争力是组织内的集体学习能力，尤其是如何协调各种生产技能并且把多种技术整合在一起的能力。同时它还意味着对工作进行组织和提供价值。核心竞争力是沟通，是参与，是对跨越组织界限协同工作的深度承诺。” 企业核心竞争力“能使企业为顾客带来特别利益的一类独有技能和技术”，“是组织的积累性学识，特别是关于如何协调不同的生产技能和有机结合多种技术流派的学识”。麦肯锡的某一个咨询顾问可能不是最优秀的，但这个团队组合起来就是世界最强的，麦肯锡公司的竞争力在于全球一体化，在于全球资源共享。这就是说，由资源共享和团队精神构建的人才战略是麦肯锡公司的核心竞争力。　　　人才是企业的核心战略资源。对于在全球前150家大公司中，有100家是它的客户，它的咨询业务涵盖了18个行业和近40项职能的麦肯锡公司，在每个行业和职能咨询业务上，都要有经验丰富的咨询人员以及丰厚的专业知识和信息的积累，可以讲人才几乎就是麦肯锡公司的全部，杰出的人才是麦肯锡公司惟一的，也是最重要的资产。麦肯锡公司的服务对象是企业总裁、部长、高级主管、大公司的管理委员会、非营利性机构以及政府高层领导，麦肯锡公司咨询服务的最大价值在于从企业最高管理层的角度出发，将发展战略与实际情况有机结合，制定建议方案，协助客户实施，从而成功地提高经营绩效。在《财富》世界500强的前100名中70%左右都是麦肯锡公司的客户，这些公司分布于汽车、银行、能源、保健、保险、制造、公共事业、零售、电信和交通等各行各业，其中包括花旗银行、柯达公司、西门子公司、壳牌公司、雀巢公司、奔驰汽车公司等业界“大鳄”，在中国如广东今日集团、中国平安保险集团等，这就决定了麦肯锡公司的人才必须是“运筹帷幄”、“高屋建瓴”的“精英”级的人才。因此，选择人才、培育人才、使用人才、形成人才合力便构成了麦肯锡公司人才战略的全部内容。1、麦肯锡的选才之道据1997年初统计，麦肯锡公司具有工商管理硕士（MBA）资格的占49%，具有博士学位的占16%。在招聘咨询人员时，麦肯锡公司着眼于杰出的品格和解决问题的能力、卓越的智慧、有效地同各阶层人士交往的能力。麦肯锡公司的咨询人员都毕业于名牌高校，许多咨询人员都是直接从研究生院选聘的。多数咨询人员在加入麦肯锡公司之前，已具备相当的业务经验。麦肯锡公司的目标之一是“建立一个能够吸引、培养、激发、激励和保持杰出人才的企业”。达到这一目的的第一步就是招聘最优秀的人选加入公司。麦肯锡公司择才标准包括三个方面：第一，敢于和能够为CEO出谋划策的人。所谓咨询就是出点子、想办法。咨询业分成3个层次：第一个层次称为“战略咨询”，它的服务对象主要是公司CEO 这样的企业高层人士。第二个层次称为“操作咨询”，主要是为中层经理提供帮助。第三个层次称为“特定咨询”，意思是根据不同的需求提供不同的咨询服务。麦肯锡公司主要从事“战略咨询”。因此进入麦肯锡公司的人，首先要敢于和能够为公司CEO出谋划策，当CEO在面临重大的不确定性时，帮助他分析情况，把各种因素量化，给他提供帮助。因此在择才时要求有一定的学位。目前，麦肯锡招聘的员工主要以男性、名列前五名商学院的MBA为主。以中国为例，麦肯锡的工作人员的组成10%是博士，60%是MBA，10%是博士加MBA，剩下的20%是其它硕士学位和普通本科。所招的本科生也只是集中在复旦、交大、清华和北大四所高校，涉及的专业主要有外语、计算机和管理。第二，聪明、苦干，有野心。进入麦肯锡公司的人必须要聪明。聪明主要表现在学习能力和领悟能力上。咨询人员打交道的多是企业的CEO，他们多半是公司业务方面的专家，有较长的行业经历，而咨询人员对他们的行业而言，往往是门外汉、是新手。因此，在开展咨询之前，必须迅速掌握该行业的有关信息，有时手头会立即堆起一大摞的资料，如何在“汗牛充栋”中打好基础，找到关键，掌握要领，这就是学习能力。咨询员在和CEO谈话的时候，要能够很快理解他的意思，揣摩他的想法，找准真正困扰他的问题是什么，这就是领悟能力。麦肯锡对包括潜在能力、创新能力在内的聪明非常注重。麦肯锡确信，雇员可以通过结构化的方法学习如何解决问题，但这对于创新能力的培养于事无补。创新能力是一个人聪明程度的主要表现。其次，作为麦肯锡的咨询人员要有吃苦精神，每天都要工作15、16个小时，还要经常出差，四处奔波，竞争压力、超人的工作量都是很大的考验，无暇顾及家庭和婚姻等自身的事情，因此咨询人员没有顽强的进取精神是很难胜任的。咨询人员要有野心，有强烈的进取精神。麦肯锡需要的是领导者，而不是追随者，员工要有自己的思想，善于接受新事物，并敢于实践，迎接挑战。麦肯锡是群贤毕至的地方，竞争特别激烈。在这种情况下要想得到晋升，必须有信心做到“两个搞定”，一是把你的上司搞定，让他觉得只有把事情交给你才是最可靠的；二是要把客户搞定，你服务的CEO要能够习惯性地每逢重大决定都和你商量，征求你的意见，离不开你。第三，要能够经受特殊的面试。要想进入麦肯锡公司除了有良好的基础和优秀的素质以外，还要通过麦肯锡严格的面试关。麦肯锡的招聘过程包括了许多高强度的面试和案例分析。应聘者在面试过程中至少要面见8名顾问，每个顾问都会提出1个不同的案例。他们所希望的就是应聘者在面试中能够通过结构化的方法描述问题，细分问题，并解决问题。而最重要的是麦肯锡特别强调思维的逻辑性，面试的案例分析就是为了评价他们的逻辑思维能力。利用案例选才成为麦肯锡挑选员工的必备武器，每一轮面试都会有案例来考察应聘者。所有的案例没有所谓的标准答案，面试官看重的是应聘者在面对问题时有没有好的思路与方法。麦肯锡总是在寻找具有分析思考能力的人，他们可以把问题分解成几部分。麦肯锡想要的是他们知道如何把问题组织起来的证据。同时还要看商业判断能力，以及这个人明白他自己的解决方案的含义。这也是麦肯锡为什么总喜欢用案例的原因。例如，“美国有多少加油站？”“为什么下水道的盖子是圆的？”对于前一个问题，可以从美国人口、家庭数量和拥有汽车的比例，以及加油站的设置比例原则等逐步推算出来，重要的不是加油站的数字，而是得出这个数字的方法。麦肯锡公司的贾森·克莱恩说：“我总是问同样的案例。我并不是要找特别的答案，但我想看一看，人们是如何处理复杂问题的，在这种情况下，许多的信息一下就从他们那里得出来了。有些人僵在了那里，而另一些人却越挖掘越深。而后者正是我要推荐的人。” 对于麦肯锡公司而言他们提供给应聘者的不只是一次自我展现的机会还是提供给他们一个能够证明自我潜能的机会。除了案例分析外，面试还会提及的问题，包括：一是“你为什么会选择麦肯锡？”一类的问题。旨在考察应聘者的志向、信心和处世态度，考察应聘者对麦肯锡工作的了解程度。面对麦肯锡这样优秀的企业，表现得过于谦卑，显得缺乏自信，或表现得过于狂妄，显得十分傲慢都不好。二是涉及沟通、交往能力方面的问题。麦肯锡公司是为客户服务的企业，因此不能与客户进行良好沟通、彼此理解的人，无法胜任咨询顾问的工作。要有良好的同各层次人士沟通、交往的能力，只有这样才能面对不同行业、不同文化背景的客户。三是有关领导才能与潜力方面的问题。麦肯锡公司希望招聘到具有领导意识和领导能力的人，要能主动寻找机遇，主动解决问题，具备思考和解决问题的能力。这些能力基本上是在工作中学到的，面试将考察应聘者在加入麦肯锡之前，具有哪些业务经验，是否在某一领域的具有专家级的水平。四是关于团队精神方面的问题。面试将考察应聘者对团队精神的理解和认识，考察与同事协同作战和互相帮助的意识，因为麦肯锡全球各地分公司的每一个咨询人员都可通过麦肯锡知识管理系统访问这些专业知识和信息，使用全球知识库；同时，任何一位咨询人员可向其全球各地的同事寻求帮助，独立特行、天马行空式的人是不受欢迎的。为了面试麦肯锡公司投入了大量的财力、人力和物力，制定了一套招聘“程序”。麦肯锡在招聘过程中遵循严格、正规的招聘程序。由精心挑选出来的顾问和专业人员组成的团队，制定出对目标学校的招聘计划，包括任务清单、财务预算、候选人的名额，并对其状况进行跟踪记录，还要经常与那些“有潜力的候选人”进行沟通。其目的就是为了杜绝“招聘错误”。他们的做法是在招聘前首先要明确“应该招聘什么样的人?”要从业务的需要开始，除了包括基本工作描述，还要包括这个职位需要负责的最主要的任务。并把它们用尽量短的话语描述出来。“怎样去招聘这些人?”需要制定一份计划，明确要完成这项任务所需的资源，以及应急方法。麦肯锡公司所做的这些其实都是为了一个目标，既要选择最优秀的人才，又要使他们能够“才以致用”。麦肯锡公司注重的是人才的素质和经验的多元化，他们要发掘的是人的潜力，以获取复合人才。在过去的10年中，麦肯锡在咨询顾问多元化方面下了不少功夫，并取得了一定的成果，招聘了更多具有不同背景的人才，如法学专业、博士以及某些特殊行业的人员。在项目的运作过程中，整个团队可能没有时间从头了解某个行业的状况，这就需要有人从事一些基础性的研究工作。此时，从业经验就显得非常重要。麦肯锡很看重从业经验，并以此为依据对应聘者仔细甄选。从1971年麦肯锡在专业人才上吃了大亏以后，就开始吸引一些具有特定行业背景知识的专才型专家，和通才型的咨询专家一起，组成公司的“T”型人才结构。 2、麦肯锡的育才之道尽管麦肯锡招聘的是一流人才，但各种学习培训将贯穿在麦肯锡的整个职业生涯中。所有新的咨询人员在开始工作的第一周内将得到“基础咨询入门BCR”培训，BCR设计的宗旨是为了让新的咨询人员在参与第一个个咨询项目之前了解并运用关键的咨询技能；商业分析员在加入之后的一个月内会接受新人培训NAT，主要侧重基础的业务理念和咨询技能，以便有效地发挥绩效；在加入公司后的7～12个月内，商业分析员将参加分析员培训BAT，培养更高一级的解决问题的技能、人际沟通技能，为下一年的工作做准备；没有MBA学位的新员工还可参加公司“短期MBA”课程培训，与来自全球的麦肯锡咨询人员交流。对于新来的员工，招聘过程已经验证了他们具备基础素质，进入公司后，麦肯锡进行基本培训，灌输公司基本理念与价值观，更重要的是，麦肯锡对员工实行“导师制”的在职培训。每位咨询人员都配备一名公司董事担任“发展小组领导” DGL，作为其专业的导师提供意见和建议，帮助他们确定职业发展方向和专业成长道路。麦肯锡认为，DGL的角色是麦肯锡支持架构中最重要的组成部分之一。在实际工作中，由DGL对新员工进行“一对一”的训练。新员工在有经验的人的引导下，充分发挥个人解决问题的能力，对于分配给他的工作都能做出优秀的成果；在解决承担的问题同时也逐步掌握了麦肯锡解决问题的办法。麦肯锡每年之所以仅招聘20多个人，是要保证每一个项目上要有足够的资深员工承担培训任务。麦肯锡的新员工在公司培训中都能得到较快的成长。公司的培训分为三个方面。第一，麦肯锡为处于不同职业发展阶段的每一位咨询顾问提供大量的课堂培训机会。这些培训有的针对某个具体的行业，比如在电信、金融领域里的专业知识、最新发展态势等。有的则集中在一些“软”的技能领域里，比如沟通技巧、演讲技巧的提高等。每年公司里的每个人都至少有一周到两周的时间进行集中的、甚至是全球化的课堂学习。第二方面是向公司同行学习。加入麦肯锡，同行会帮助新员工成长，给予新员工很多的学习机会，看着他们做事，看资深合伙人是如何与客户交谈，看他们是怎样分析问题、总结问题的，这些就是很好的学习机会，效果甚至会超过课堂培训。第三方面，是来自客户方面的学习。每次做一个新项目，就会对一个新的行业领域有更深的认识。随着自身层次的提高，与世界500强的企业等客户的高层管理者有着长期、深层的接触，了解他们的阅历、经验、处理问题的方法，都会得到很大的启发和帮助。麦肯锡致力于培养能够解决商业问题的一流的咨询顾问。个人发展的观念已深入麦肯锡的骨髓，成为麦肯锡精神不可分割的一部分。麦肯锡公司给员工提供更多的发展空间。个人的发展并不仅仅是靠经验的积累，还包括目标的设定、绩效的评估以及反馈的过程。在麦肯锡看来一位好的领导者的职责，就是要保证团队的每个成员都得到充分的发展。领导者在设定目标时应制定一个较高的标准，然后促使整个组织朝着这个目标努力。设立一个初看起来不可能完成的目标有助于消除那些约束团队和个人创造力的种种束缚，充分发挥潜在力量。可以说发展意味着变化，意味着克服更多的不适应。麦肯锡创建了许多个人发展工具。每个顾问都有一个个人发展导引，就是个人发展辅导员。这个个人发展导引，通常是公司的合伙人，参与工作绩效的评价，与工作小组的其他成员共同协商，并负责监控咨询顾问的个人进展。麦肯锡还使用正式的评价表，并要求咨询顾问在完成项目后填写此表，它的内容包括分析能力、人际交往能力、领导能力等系列重要的技能，而且每个阶段都会有相应的要求。除此之外，麦肯锡的一些办事处还实行360度反馈机制，即每个咨询顾问要接受包括下属、同级、上司、甚至行政人员等所有与其打交道的人的评价。麦肯锡还有一些团队采用团队绩效评价方法，就是专门对他们的合作绩效进行评价。总之，这些反馈、评价都客观的反映了所评价的事物，为下一步的发展提供了事实依据。反馈不仅有利于个人目标的实现，而且对整个组织目标的实现也是大有帮助的。每个人都渴望知道别人对自己的评价，这是自我满足、自我提高的需要。麦肯锡公司从1980年开始就把知识的学习和积累作为获得和保持竞争优势的一项重要工作，在公司内营造一种平等竞争、激发智慧的环境。一个新的核心理念在公司扎下根来，这就是：知识的积累和提高，必须成为公司的中心任务；知识的学习过程必须是持续不断的，而不是与特定咨询项目相联系的暂时性工作；不断学习过程必须由完善、严格的制度来保证和规范。公司将持续的全员学习任务作为制度被固定下来以后，逐渐深入人心，它逐渐成为麦肯锡公司的一项优良传统，为加强公司的知识储备，提升公司的核心竞争力打下了坚实的基础。一是有助于发展一批具有良好知识储备和经验的咨询专家；另一是不断充实和更新公司的知识和信息资源，为以后的工作提供便利的条件，并与外部环境日新月异的变化相适应。麦肯锡从公司内选拔若干名在各个领域有突出贡献的专家作为在每个部门推进学习机制的负责人，并由他们再负责从部门里挑选六、七个在实践领域和知识管理等方面都有丰富经验和热情的人员组成核心团队。充分利用原先公司内部建立在非正式人际关系基础上的知识传递方式，以作为对正式学习机制的有益补充。由核心的学习领导小组在每个地区的分支机构里发掘并利用这种内部的关系网络作为信息和知识传播的渠道，实现全公司范围内的知识共享。为了进一步促进知识和信息在组织内的充分流通，麦肯锡公司打破了以往建立在客户规模和重要性基础上的内部组织体系，取而代之的是以知识贡献率为衡量标准的评价体系。这样组织内的每一个部门和每一个成员都受到知识贡献的压力，而不是仅仅将工作重点放在发展客户方面。麦肯锡把知识管理的重点放在了对隐性知识的发掘、传播和利用上。尽管公司内很多咨询专家在工作中发展起来的许多富有创造的见解和思想都已成文，并发表于诸如《哈佛商业评论》等影响广泛的学术性期刊、杂志和报刊上，甚至还有一些畅销著作出版，但是，相对于公司内大量有价值的经验和深邃的学术思想而言，这些已成文流传的论文不过是“冰山的一角”。更多的知识和经验是作为隐性知识存在于专家们的头脑中，没有被整理成文，更谈不上在公司范围内交流与共享。为了解决这个问题，麦肯锡公司创办了一份内部刊物，专门供那些拥有宝贵经验却又没有时间和精力把这些经验整理写成正式论文或著作的专家们，把他们的思想火花简单地概括出来，并与同仁共享。这种不拘形式的做法降低了知识交流和传播的门槛，使许多重要实用的新思想和新经验能够在短短一两页的摘要里面保存下来，并用于传播。在每一篇这样的短文后面，都附有关于作者的详细信息，便于有兴趣的读者按图索骥，找到可以请教的专家。这种灵活的交流方式不仅使有益的知识和经验在公司内得到有效的传播，激励创新和坦诚的交流，而且也有助于提高知识提供者的个人声誉，为他们在公司里的发展提供良好的环境和机会。这种自由选择的方法还有助于甄选真正富有价值的点子和思想。为了使这些信息在公司内更加有效地交流和传播，麦肯锡还建立了一个储备经验和知识的专门数据库，用以保存在为客户工作过程中积累起来的各种信息资源，委派全职的专业信息管理技术人员对数据库进行维护，确保数据库的及时更新；当咨询专家需要从数据库中寻找信息时，由他们提供相应的检索帮助，提高使用效率。在数据库的内容管理方面，特别重视公司“T”型专家队伍结构中的专才型专家，获取有关专业领域的知识和经验，加强数据库中专用知识的完善，使数据库成为更为全面的信息资源。为这个名为“麦肯锡实践发展网络”的数据库，已搜集了2000多份文件。麦肯锡公司继续致力于完善公司的学习机制和知识管理，适应知识经济时代所面临的严峻考验。3、麦肯锡的用人之道麦肯锡公司为自己确立的使命是：为客户谋求实质性的、影响深远的业绩改善。麦肯锡公司用统一的价值观规范员工的理念和行为。公司为客户服务的原则是：保持职业水平；为高层领导服务；帮助客户建立经营效能；节省客户的资源。公司建设的原则是：全球一体化；择优用人；对自己人真诚爱护；培养开放的、无等级的工作氛围；有效管理公司的资源。要求员工成为一名专业工作者：为客户服务；对质量的追求是无尽头的；发展科学管理技巧；建立团队精神；自我管理、自我约束；提出异议是自己的责任。公司对员工提出明确的职业道德要求：客户利益高于公司利益；做到真实、诚实、可信；靠专业水准赢得客户的信任；保持独立性、专业性和职业道德；做自己有能力、有经验可以做到的事，一些项目宁可让给更专业的小公司去做。 在麦肯锡有一条关于员工晋升与出局的“不'晋’则退”（UP OR OUT）的铁律，即“上不去则出去”。它适用于每个人，包括公司董事。进入麦肯锡公司的人，从一般分析员做起，经过2年左右，经考核合格升为高级咨询师；再经过2年左右，经考核升至资深项目经理；此后，通过业绩审核可升为董事。所以，一个勤奋、有业绩的人在6—7 年里可以升为麦肯锡董事。几乎所有的董事和高级董事都是在通过了6—7年的严格培训和锻炼后，从咨询人员中精心挑选出来的，咨询顾问成为董事的概率大约是6—7人中有1－2人可能会晋升为董事。麦肯锡公司前任董事长兼全球总裁顾磊杰是一位印度裔美国人，1973年加入麦肯锡公司，7年以后，即1980年升任公司董事，1981年起担任麦肯锡北欧分公司总经理，自1994年开始，连续三次当选麦肯锡董事长兼全球总裁。顾磊杰有许多头衔：清华大学经济管理学院院长顾问委员会委员、印度商学院董事会主席和印度基金会主席，还在哈佛大学、芝加哥大学、西北大学Kellogg管理学院、沃顿商学院、MIT斯隆管理学院等世界知名学府担任监事、董事或顾问委员会委员一类的职务。在每一个晋升的阶段，如果业绩考核没有达到要求，就要离开麦肯锡。每年麦肯锡的人员流动达25%—30%，相对于其他企业来说较高，但对于该公司而言相对处于合理的范围内。在晋升考核中，公司不仅看员工自身的业绩，还要看他对所在团队的引导，即他的潜力能否得到同事的认同。麦肯锡建有一套完善的考核制度，在美国每3年员工要经历1次残酷的考核和淘汰，有时候员工刚刚走下国际班机就会接到考核不合格的通知。公司会向其他有业务联系的公司推荐，为其安排两、三个面试机会，而且都是最好的国际大公司。麦肯锡的这种做法不但没有带来非议，往往还使员工十分感激，也有更多的人从此投入商战的大海，成为优秀的职业经理人。在麦肯锡的同一个职位的平均工作年限是2－3年，如果没有继续升职，不向高处走就要离开公司，这已成为麦肯锡的一条机制。这样，才能将最优秀的人才留下。当上了董事也依然被考核，依然要按照这条规矩办事，严格奉行“不'晋’则退”的人事原则。每年离开麦肯锡的董事也不少，其中不乏商界精英，许多大公司都邀请他们担任要职，例如，IBM公司、西屋电气公司、美国运通公司的总裁均曾在麦肯锡公司担任过董事.。作为一个精英汇集的公司，离开公司的80%员工中大部分是主动离开的。选择主动离开的原因主要有两种，一是寻找更好的发展机会，因为凭借麦肯锡在商界独特的地位和影响力，麦肯锡的员工一直是猎头公司追逐的目标，经常有一些员工被知名企业“挖”走。二是对于咨询顾问这个特殊的行业来说，工作压力大、工作时间长，并且经常出差在外，与家人离多聚少，这使一些非常优秀但比较注重家庭观念或者年龄偏大的员工会“忍痛割爱”，选择另外的行业。在“不'晋’则退”的机制下，麦肯锡里很少能见到50岁人的身影。一方面年龄的增长往往使员工很难适应咨询顾问的生活；另一方面公司需要给更年轻的员工提供上升的空间和施展才华的舞台。人们往往把在麦肯锡的工作当作一种经历来看待，很少有人会认为可以在这里做到退休。在麦肯锡的眼中，离职的员工不但不是“泼出去的水”，而且是一笔弥足珍贵的资源。麦肯锡将员工离职视为“毕业离校”，几十年来麦肯锡一直通过组织“校友会”搭建网络交流平台，通过校友通讯录，举办校友联谊会等方式，构建其遍布各行业的“毕业生网络”。通过校友会与大家保持很好的联系，不仅仅是因为他们可能会发展成为公司的潜在客户或向公司推荐客户，同样重要的是，他们会传播麦肯锡品牌、推荐优秀人才加盟麦肯锡公司。麦肯锡公司是个国际性的公司，但同时也是一家私营性质的“合伙公司”，内部管理延用“合伙人制”，合伙人即公司董事。目前麦肯锡公司在全球有800多名董事，公司的所有权和管理权完全掌握在他们手里。董事由全球选举产生，所有的董事在加入公司时都曾担任过普通咨询人员。麦肯锡认为专业服务性公司最好的产权结构就是私有的合伙人制。因为这一制度可以使公司保持客观性和独立性，使之不为短期的财务要求所影响，能建立一种培养领导人、按贡献获取报酬的机制，而不是以某种所有权结构获取报酬。独立、客观，是中介组织的命根子。尽管采用“合伙人制”，但麦肯锡内部没有什么等级观念。如果一个咨询顾问在某一行业做得很好，董事就得听他的。公司员工的工资也是全球统一的，并可以享受期权股份。这种独特的所有权制度确保了公司运作过程中的独立性和客观性，这就是说，公司只对客户和公司自己负责。麦肯锡有一套成功的工作理念，包括思考企业问题的方法、解决问题的工作思路以及推销解决方案的方法。用事实说话——麦肯锡思考企业问题的前提。在麦肯锡公司，解决问题是从事实入手的。麦肯锡人解决所有事情的思路都会遵循“以事实为基础、严格的结构化、以假设为导向”的三个特征。在进行项目的第一天，他们要做的就是搜集和整理所有关于项目的信息，得到足够的事实。一位麦肯锡的资深项目经理说：“当你开始在麦肯锡工作的时候，收集和分析事实就是你存在的理由”。麦肯锡人认为躲避事实是不对的，不要害怕事实，必须去捕捉、利用事实。在处理每一件事情的过程中，用事实去对最初定义的假设去进行检验。即使你是最有经验的人，也许你会在很短的时间内说出问题的解决办法，但麦肯锡认为必须先看事实，因为他们相信“事实是友善的”。 寻找关键驱动因素——麦肯锡解决商业问题的指导原则。麦肯锡人显然非常的明白，单有了解决问题的思路是远远不够的，因为没有哪个商业问题是完全相同的，所以接下来应该仔细琢磨好如何处理每一个问题,寻找解决问题的关键驱动因素。麦肯锡人根据他们的经验总结出了很多有用的规则，比如“80/20原则”、“别想把整个海洋煮沸”、“电梯测验”、“先摘好摘的果子”、“一个垒、一个垒的打”、“要关注大画面”等。对企业来讲，影响企业出现问题的因素很多，所以麦肯锡认为解决问题时应把精力放在最重要的因素也就是关键驱动因素上。如此做的目的是直接指向问题的核心，以避免在进行大量问题信息分析时走入死胡同。通过寻找关键驱动因素来处理问题，就可以避免“将整个大海煮沸”，就可以如“电梯测验”一样，能够把握自己解决方案的关键点，在很短时间内对问题的解决方案进行阐述。 良好的内部沟通——麦肯锡团队运作成功的关键因素。为了使团队获得成功，就必须保持信息的畅通。麦肯锡用一句话概括出沟通的重要性：让信息流动起来！沟通是对团队进行有效管理的最重要的要素之一。麦肯锡人将内部沟通的方法主要分为两种：消息和会议。对于会议，麦肯锡认为一次会议成功的关键因素有三点：首先是确保应参加会议的人都到场；其次是议程；然后是领导。一个好的议程会让到会的每一个人都能掌握重要事件、议题和问题的最新动向。作为领导，应注意把握会议的节奏、对会议的进程进行控制，尽可能精练。良好的沟通促进团队力量的增长，能够更好的发挥团队的作用。信息是力量的源泉，共享信息将会提升信息的价值，使团队中的每个成员都从中受益。麦肯锡是一个由领导者组成的公司，有一个由很多人参与的管理层，全球的组织结构极度扁平，并建立了一种治理、管理机制，使人们能发挥出自己的领导才能，使他们能影响公司的前进方向等。麦肯锡以小组为团队进行合作，实行“全球一体化”的合伙制公司运作方式，公司任何一个地方的经验都可以在全公司范围内使用，知识共享比其他任何机构都更普遍，知识在全球各个地方开发，在全公司内共享。麦肯锡在全球只有一张损益表，即拥有一个全球统一的、也是唯一的利润中心。合伙人业绩的衡量标准是公司整体业务绩效，是根据整个公司的绩效获得薪酬，而不是某一个具体单位的业绩。这决定了全球咨询人员自然而然地互相激励，比如伦敦分公司的某位电信专家，请他来为中国的电信企业客户服务，他会非常乐意，因为他也会分享公司在中国的成功。这是一种鼓励、激励合作的机制。麦肯锡公司的组织权力是下放的，共有80多个分公司，大多数决策都在当地做出，如为哪些客户服务，如何服务，客户服务中存在哪些问题，这些都是由各个分公司的董事合伙人做出的。对于涉及全公司的重大问题，将最终由董事代表委员会做出政策性的决策。这个委员会由30位董事组成，每年换选10名。三、知识资本是高科技经济的火车头麦肯锡公司经过70多年的发展，通过实施人才战略，强化核心价值观和公司的独特文化，借助稳健的、注重长期关系的市场营销定位，保持了全球“咨询王国”的霸主地位。麦肯锡公司的案例是特殊的，麦肯锡的一些具体做法不是我们能够效仿的，但是提供给我们的启示却是极其重要的，这就是要高度重视知识资本，知识资本是高科技经济的火车头。人类正在步入一个以智力资源的占有、配置，知识的生产、分配、使用（消费）为重要因素的知识经济时代。知识经济表现出了经济全球化、拓展多元化、能力聚合化、知识密集化、发展持续化等特点。在传统经济中，实物及货币资本占主要部分，并且是决定企业竞争力的关键因素。知识经济的到来，知识资本的比例逐渐增长，并将在全部资本中扮演主角。据测算，美国1995年很多企业的无形资产比例已高达50%—60%。知识资本带来的企业创新能力及持续发展能力将成为企业在竞争中获胜的关键因素。麦肯锡公司的资本构成主要是由精英级人才形成的知识资本。麦肯锡公司实施包括选才、育才和用人之道的人才战略，其实质是对知识资本的增值和运作。对于麦肯锡公司来说，知识资本的所有者就是企业的员工，因此，最好的产权结构就是私有的合伙人制。在知识经济社会起主导作用的资本已不再是传统的实物资本及货币资本，而是知识资本，知识经济时代企业的竞争力和发展力，更取决于该企业知识资本的拥有量和运作能力，知识资本成为发展经济的首要资本。员工是知识资本的所有者，发挥员工的潜在能力和创新能力就是激发员工对自身知识资本的运作，发挥知识的作用，促使企业创新是员工知识资本运作的成果。作为一般企业能够从麦肯锡公司的招聘中获得启示是，不仅要考察应聘者表现出的能力，还要观察其潜在能力，注意多元化价值，把结构化的方法应用到招聘过程中。这样做，其实是在选择“知识资本”含量高的人才。麦肯锡公司“不'晋’则退”的竞争机制是成功的，是有效的。这是由“知识资本”的特性决定的。物质资本和人可以分离，“知识资本”与“人”则具有不可分性，无法让渡、出借；物质资本没有意识，没有情感，可以被人利用，而“知识资本”则是依附在有意识、有情感的人的身上，具有主动性；与物质资本相比，“知识资本”以才智、经验、技能等形式存在，难以计量和监督，仅靠监督、检查来开发“知识资本”，只能是低效能的；而关注、重视“知识资本”的所有者，建立激励和约束并存、以激励为主的契约关系，才可能使之发挥出高的效能。我们要高度重视“知识资本”的特殊地位和作用，科学地认识“知识资本”的产权特征，正确进行“知识资本”的增值运作，这是麦肯锡公司给我们的重要启示。《美国顶级企业的核心竞争力（十九）》"}