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.First, he believed that the senior partners of the firm had a professionalobligation to make a contribution to their field.Second, he thought itwould be an interesting and personally satisfying thing for him and othersenior members of the firm to be involved in.And third, he felt it would bea commercially desirable thing to do because it would add to the distinc-tiveness and luster of the firm and would repay the investment of the part-ners time many times over.As a service firm, McKinsey (like lawyers andpublic accountants) was not an inside member of the business establish-ment.Creating meaningful relationships with senior executives would begreatly enhanced by providing a forum in which ideas could be shared anddiscussions could be held.Zip s concept was warmly supported by most ofthe partners, and Marvin Bower was probably the strongest proponent.The McKinsey Foundation for Management Research took McKinseyfrom being just a practitioner to an organization supporting business-relatedresearch.At the time, virtually no one, outside of the Office of Naval Re-search, was providing money in support of management research.Neitherthe Ford Foundation nor the Carnegie Foundation had begun any signifi-cant funding in this regard, making the McKinsey Foundation the largest 11131_Edersheim_c04_f.qxd 2/10/04 3:24 PM Page 89Defining Moments of Leadership and Influence 89single private source of funds.The foundation provided a number of smallgrants ($10,000 to $20,000), including the Management Research DesignContest, the Management Book Award Program in collaboration with theAcademy of Management Science, and the McKinsey Article Award Pro-gram.There were two criteria used to select grants: the topics had to be ofinterest to general management, and some member of McKinsey would bepersonally involved.McKinsey s reputation in combination with its new role as a fundingsource for management research enhanced its relationships with businessschool faculties and resulted in significant joint accomplishments.29 Forexample, Ewing W.( Zip ) Reilley and Eli Ginsberg from Columbiacoauthored a book called Effecting Change in Large Organizations, one ofthe earliest, if not the first, books on change management.The executive discussions (the McKinsey/Columbia lectures) werenothing short of a home run.The then dean of business at Columbia,Courtney Brown, was a key figure in the discussions.Leaders of Americancorporations would come to Columbia s Lowe Library on three successiveWednesday nights to speak to 800 people and describe the managementphilosophy of their respective firms; then a select group of 60 would havedinner with the speaker.This series of lectures was compiled in book formand distributed by the foundation with McKinsey s name on it.The lectures covered important topics and were delivered by veryprominent people.The first lecture, on managing expanding enterprises,was delivered by Ralph Cordiner, the CEO who had divisionalized Gen-eral Electric.In subsequent years, speakers included Thomas J.Watson Jr.of IBM ( A Business and Its Beliefs ); Crawford Greenwalt of DuPont( The Role of Marketing in a Large Industrial Corporation ); FredericDonner of GM ( The Challenge and Promise of Worldwide IndustrialEnterprise ); Roger Blough of U.S.Steel ( Free Man and the Corpora-tion ); and David Rockefeller of Chase ( Creative Management in Bank-ing ).30 Throughout the 10 years of the lecture series, the Lowe Libraryauditorium was packed; and each year 30,000 to 50,000 compilation bookswould sell, unprecedented for business-related writings.Through its foundation, McKinsey & Co.became integrally linkedwith the generation s important business leaders, their ideas, and emergingresearch and knowledge.Later, the foundation did a lot with the Insti-tut Européen d Administration des Affaires (INSEAD) and enhanced 11131_Edersheim_c04_f.qxd 2/10/04 3:24 PM Page 9090 McKinsey s Marvin BowerMcKinsey s links into the European business world.All of this had a verypositive effect on the firm s reputation, which, beyond its people, wasMcKinsey s single most important asset in Marvin s view [ Pobierz caÅ‚ość w formacie PDF ]
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.First, he believed that the senior partners of the firm had a professionalobligation to make a contribution to their field.Second, he thought itwould be an interesting and personally satisfying thing for him and othersenior members of the firm to be involved in.And third, he felt it would bea commercially desirable thing to do because it would add to the distinc-tiveness and luster of the firm and would repay the investment of the part-ners time many times over.As a service firm, McKinsey (like lawyers andpublic accountants) was not an inside member of the business establish-ment.Creating meaningful relationships with senior executives would begreatly enhanced by providing a forum in which ideas could be shared anddiscussions could be held.Zip s concept was warmly supported by most ofthe partners, and Marvin Bower was probably the strongest proponent.The McKinsey Foundation for Management Research took McKinseyfrom being just a practitioner to an organization supporting business-relatedresearch.At the time, virtually no one, outside of the Office of Naval Re-search, was providing money in support of management research.Neitherthe Ford Foundation nor the Carnegie Foundation had begun any signifi-cant funding in this regard, making the McKinsey Foundation the largest 11131_Edersheim_c04_f.qxd 2/10/04 3:24 PM Page 89Defining Moments of Leadership and Influence 89single private source of funds.The foundation provided a number of smallgrants ($10,000 to $20,000), including the Management Research DesignContest, the Management Book Award Program in collaboration with theAcademy of Management Science, and the McKinsey Article Award Pro-gram.There were two criteria used to select grants: the topics had to be ofinterest to general management, and some member of McKinsey would bepersonally involved.McKinsey s reputation in combination with its new role as a fundingsource for management research enhanced its relationships with businessschool faculties and resulted in significant joint accomplishments.29 Forexample, Ewing W.( Zip ) Reilley and Eli Ginsberg from Columbiacoauthored a book called Effecting Change in Large Organizations, one ofthe earliest, if not the first, books on change management.The executive discussions (the McKinsey/Columbia lectures) werenothing short of a home run.The then dean of business at Columbia,Courtney Brown, was a key figure in the discussions.Leaders of Americancorporations would come to Columbia s Lowe Library on three successiveWednesday nights to speak to 800 people and describe the managementphilosophy of their respective firms; then a select group of 60 would havedinner with the speaker.This series of lectures was compiled in book formand distributed by the foundation with McKinsey s name on it.The lectures covered important topics and were delivered by veryprominent people.The first lecture, on managing expanding enterprises,was delivered by Ralph Cordiner, the CEO who had divisionalized Gen-eral Electric.In subsequent years, speakers included Thomas J.Watson Jr.of IBM ( A Business and Its Beliefs ); Crawford Greenwalt of DuPont( The Role of Marketing in a Large Industrial Corporation ); FredericDonner of GM ( The Challenge and Promise of Worldwide IndustrialEnterprise ); Roger Blough of U.S.Steel ( Free Man and the Corpora-tion ); and David Rockefeller of Chase ( Creative Management in Bank-ing ).30 Throughout the 10 years of the lecture series, the Lowe Libraryauditorium was packed; and each year 30,000 to 50,000 compilation bookswould sell, unprecedented for business-related writings.Through its foundation, McKinsey & Co.became integrally linkedwith the generation s important business leaders, their ideas, and emergingresearch and knowledge.Later, the foundation did a lot with the Insti-tut Européen d Administration des Affaires (INSEAD) and enhanced 11131_Edersheim_c04_f.qxd 2/10/04 3:24 PM Page 9090 McKinsey s Marvin BowerMcKinsey s links into the European business world.All of this had a verypositive effect on the firm s reputation, which, beyond its people, wasMcKinsey s single most important asset in Marvin s view [ Pobierz caÅ‚ość w formacie PDF ]