McKinsey on strategy, services and product

On my sun/oracle blog I wrote a note/précis of an issue of the McKinsey Quarterly. The keynote article, “Distortions & deceptions in strategic decisions” looks at the flawed human values often inserted into major business decisions. They quote a major acquisition decision taken by a dominant player and suggest that the major advocate of the merger wanted it for personal political gain. They look at ways in which these human factors can be brought into the open and evaluated in the decision making process. Despite identifying over-optimism as a frequent occurrence once a proposal has been made, the decision not to proceed is often taken in private and so collaborative decision making cannot neutralise these human shortcomings. One suggestion is to ask the proposer, what their next best proposal is. …

Real Options & Flexible Planning

Kieron Bradley, one of my colleagues at Sun, during a piece of client consulting recently had reason to use financial option theory & language to justify why CPU’s in Sun’s large systems are more expensive to buy than those in the smaller ones. He and the customer had examined all the TCOO factors they thought were relevant and the fact remained that if one wanted to take a utility view of CPU supply, it was cheaper to buy and run smaller systems rather than larger ones. (This particular analysis did not perform a variable utilisation analysis. It was assumed, (or defined as policy) that all CPUs would run at a given % utilisation. Contradicting this assumption, it is a fact that large (and flexibly partitioned) systems are easier to keep busy.) …

Consulting! Profession or Trade?

Over the Xmas break, I had fun by reading Elizabeth Edersheim’s “McKinsey’s Marvin Bower”, a biography of the de-facto founder of “McKinsey & Co.”. He not only co-founded McKinsey & Co., but also arguably founded “Management Consultancy” as a profession. The book argues that McKinsey’s success is based on putting Clients first. …