For a professional company, the most important assets are a good reputation and the quality and professional level of personnel.

In order to attract and retain the best talents, it is necessary to create an enterprise that makes smart people proud. They are proud of the culture of this enterprise, the work they do and the influence of the business community.

They should have a good income, enough for them to live a good life;

Not only have good personal qualities, but also be able to cooperate efficiently in a way that conforms to the company's personality. This means recruiting talents directly from schools, not so-called "experts" who already have some experience.

28. You have an obligation to express your dissent.

Marvin will advocate non-control management and leadership management, one of which is that everyone has the obligation to express dissent. If you disagree, you must express it. Enterprises should create such an atmosphere and environment. Marvin/Kloc-Encourage and reward positive expressions at the age of 0/8. He not only respects the right to express dissent, but also often lets people try something he doesn't agree with and let them learn from experience.

29. McKinsey's training course is not only training skills, but also a process of cultural inheritance.

Marvin realized that he should invest heavily in training and spend his time on company personnel. In addition to providing formal training, he also used his personal time to help them.

1, the training activities are divided into several stages.

A person who knows nothing about consulting can be trained as a qualified consultant, and then he can be trained as a consultant manager or even a consultant leader.

2. Training also needs to inculcate the company's values.

Wherever you go in the company, people will think in a similar way, and gradually you will accept this way of thinking. This is McKinsey's strength.

3, company leaders personally training.

Mckinsey's habit is to let the company leaders teach. Marvin is very willing to spend time with his own people. One-on-one conversation is more important, and it is a process that can influence individuals and moisten things silently.

4. The process of training is the process of domestication and the process of getting married.

? The key index to measure the success of training is "the process of cultural inheritance" or "organizational socialization".

? "Organizational socialization" is the process of "knowing the inside story", the process of being indoctrinated and trained, and the process of being taught what is most important to an organization ... This concept refers to the process in which new members learn the value system, various norms and behavior patterns that organizations or groups think new members must learn. Only after this kind of learning can new members be considered as members of the organization.

30. Professional company, at least 20 years.

If you want to succeed in McKinsey, you need a considerable degree of investment and recognition of the company and its personality. And have a mentality based on the company's development. What McKinsey needs is someone who has the opportunity to develop a lifelong career in the company.

3 1. Good economic situation and value-based charging mode

Good economic conditions are the key to create a business-oriented company and make it exist for a long time. But this is the result and should not be the company's vision. If we rely on the property target, it will affect the independence of the company and cannot provide the most valuable service to customers.

1990, 87-year-old Marvin said at the senior board meeting: "How can a professional company have a business system? I don't think the partners of this company should discuss how to improve the economic situation. In my opinion, the only topic that this company and its partners should discuss is how to provide better service to customers. If we can provide better service to our customers, we will have a good income. And if we focus on income, there will be neither customers nor income for a long time. "

As soon as Marvin took over McKinsey, he established a value-based charging method. Different from the mainstream way of paying by the day at that time. Marvin thinks it's only fair to charge according to the value customers get. If we spend time but don't create value, how can we collect money from others?

? But whether it is valuable or not is my own decision and my own judgment. The current charging modes in China and China are reasonable. We judge in advance how much value we will create for our customers, then determine the total amount, and then charge quarterly four times a year. If the customer does not get the value, we will refund it. In short, let customers feel that the money they pay is worth it.

We can calculate our cost by the hour and calculate the per capita hourly performance, but we can't charge customers by the hour! The purpose of calculating per capita performance by hour is to measure and control costs, not to collect fees on this basis.

? Marvin ensures that the company can manage expenses in a more practical way. It intends to hire cost-conscious people. For example, Everett Smith, whom everyone respects very much. He asks you to give a reason for each expense.

? Value-based billing method combined with good cost control has proved to be quite successful. It enables McKinsey members to obtain reasonable income without sacrificing the freedom and independence of the company in pursuing income.

? Marvin said that the company must have a certain economic foundation to survive, but excessive pursuit of income targets and acceptance of projects that cannot create value for customers will have a more serious negative impact-specifically, it will damage the company's reputation, damage its future employees, and even ruin its future.

32. Never be complacent

Keep learning, dare to accept criticism, constantly break through yourself and make progress, and the company will get better every day and never go out.

? To make an enterprise prosperous, it is necessary to maintain a new leading group at the age of 20, so there must be a set of corresponding mechanisms. Many times, they failed miserably, because there was no new leadership capable of taking on a major responsibility-many companies were sold after the death of their founders.

? Marvin sees that many partnerships, often one person or a group of people, have gained too much control or wealth, and they are unwilling to pass it on, so the younger generation, that is, the future of the enterprise, will be dissatisfied with this. Marvin designed an organizational system for McKinsey. No one, even Marvin himself, can gain too much control.

The company reelects its chairman and president every three years.

? There is also a limit to the number of terms each person can serve.

? The number of shares that any one person can own is also limited.

? If the company wants to create value for customers, it must become a "leading processing factory" to ensure that consulting enterprises can cultivate a new generation of leaders needed in the future. Therefore, Marvin naturally regards the cultivation and support of leaders as one of the most important tasks in enterprise operation. Companies should organize and cultivate "leadership".

1967 when he was approaching the age of 64, Marvin resolutely retired from the position of chairman and president despite the opposition of other partners. After retirement, Marvin actively supported Gilkery's leadership work, supported limiting the age and term of the chairman and president of McKinsey, and limited the time for one person to hold shares, thus helping to ensure that others can also hold leadership positions. Only by creating opportunities for successors can Marvin prove that his partner's worries are unnecessary.

34. Corporate values are alive because of persistence, and values need leadership and willpower to promote implementation.

? The process of Marvin's pioneering "management consulting" industry is a process of defining vision, formulating values and practicing values. This is an arduous process, which requires strong leadership and willpower, and requires leaders to consciously lead by example, take the lead in setting an example, and strengthen, repeat and demonstrate at all times. Once formed, it becomes the most precious wealth of the enterprise.