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Discussion Questions1. Discuss the change in business philosophy (or marketing orientation) of McKinsey before and after the tenure of Gupta. Do you think the philosophy change had resulted in any strategic changes? How do you evaluate the changes? Do you have any recommendations?
2. Discuss the strengths and weaknesses of McKinsey’s growth strategy.
3. Evaluate McKinsey’s customer relationship strategy.
4. Is the knowledge versus revenue generation criticism valid?
5. What are the ethical issues associated with the Enron-McKinsey relationship?
6. Is McKinsey’s position valid that it is not responsible for strategy failures (e.g. Swissair Group) because the consultants are not involved in implementation?
7. Evaluate McKinsey’s globalization strategy
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Discussion Questions1. Discuss the change in business philosophy (or marketing orientation) of McKinsey before and after the tenure of Gupta. Do you think the philosophy change had resulted in any strategic changes? How do you evaluate the changes? Do you have any recommendations?
- Business Philosophy (Marketing Orientation)
- McKinsey before the tenure of Gupta
-Relationship marketing orientation;
McKinsey had focused on satisfying long-term relationships (e.g. they served their clients for 15 years or longer)
- McKinsey after the tenure of Gupta
-Market Orientation;
Through the sentence written on the article (there was a noticeable tilt toward bringing in revenue at the expense of developing knowledge), we can know that their focus on their business changed to make what they can sell (market orientation concept)
Rajat. Gupta spoke for ‘war for talent’ which highlighted the necessity of outstanding people in the workplace
- Strategic changes influenced by BP (MO)
- Aggressive expansion abroad throughout Asia and Eastern Europe
– Gupta established 80 to 100 industry groups called performance cells across the world. Then, it was possible to compare each of performance cells to see any structure changes happen and do its own research respectively. It enabled the performance cells to have great autonomy and freedom so that they can do their best and make extraordinary things as well as expanding their network worldwide. (It’s like market development strategy)
- Changes in McKinsey’s culture
-McKinsey allowed their consultants to take on advising upstarts and divisional managers at less prestigious companies than before.
- New business model; Revenue generation at the expense of developing knowledge
- Setting to work with knowledge-development efforts in all fields. McKinsey was in the forefront of knowledge, in the development of knowledge and in investments in knowledge.
