mckinsey-bcg-consulting

Use this skill as a router and knowledge graph for McKinsey/BCG-style consulting methods. Use when the user asks for structured problem solving, MECE issue trees, hypothesis-driven analysis, strategy, operations, execution, stakeholder management, consulting communication, proposals, high-pressure corporate navigation, professional-service career development, or applying multiple consulting frameworks together.

Analyze strategic market positioning by mapping overlaps between Customer, Competitor, and Company capabilities to identify Blue Ocean opportunities and Red Ocean battlegrounds. Use during market analysis, strategic planning, or competitive intelligence when you need to determine where your company should focus and how to position against competitors.

在高压企业环境中主动寻找与管理导师的策略，适用于任何高压企业员工、寻求职业提升的职场人。当需要在公司丛林中导航、寻求职业发展或适应高压工作环境（如每周工作100小时）时使用。

建立和维护与秘书的高效协作关系，将其作为行政支持的"生命线"。适用于需要行政支持、频繁出差、管理日程或处理客户关系的咨询顾问和管理者。

查询《麦肯锡方法》书籍项目的致谢名单与贡献者信息。当用户询问本书创作背景、特定章节的贡献者、项目团队成员，或需要确认某人在本书中的具体贡献角色时使用。

在强调平等的组织中，当你有强烈的专业判断或想做某事的意愿时，通过直接行动直到被明确停止来测试边界。适用于新员工或具有批判思维背景者，但严禁在层级森严的组织中使用。

在头脑风暴会议中，使用翻页挂图进行结构化观点收集和分类整理。适用于需要按类别或问题收集参会者观点、实现数据可视化的团队协作场景。

应用麦肯锡头脑风暴流程生成和验证初始假设。适用于： - 初步分析得到认可 - 完成PD网和图书馆搜索 - 团队需要生成/验证初始假设 - 需要识别事实间的新模式和关联

执行麦肯锡式的团队头脑风暴流程，包括准备基础数据文件、选择假设策略、引导团队讨论。适用于需要开展团队头脑风暴、生成创新观点或验证假设的场景。

在团队协作环境中（特别是高标准企业如麦肯锡），通过管理绩效期望避免过度表现陷阱，建立可持续的职业发展路径。适用于存在绩效考核、上级评价机制，且需要长期维持信任关系的职业场景。

将'客户'概念广义化，使非咨询顾问（如内部员工）能以咨询视角运用麦肯锡技巧。适用于解决内部商业问题或个人挑战，需要客观第三方视角时。

Evaluate candidates for consulting positions using a three-criteria framework: Left Brain (logical thinking), Right Brain (pattern recognition/models), and First Experience (curiosity and self-awareness). Use this skill when recruiting consultants, screening HR candidates, or determining if a job seeker is suitable for consulting roles.

在管理咨询或企业诊断项目中，通过深度客户参与确保项目成功实施和长期效果。适用于需要客户深度支持、资源投入和最终执行承诺的复杂问题解决场景，特别是长期项目（3个月以上）需要分阶段交付价值的情况。

Compare and select between McKinsey fact-based approach and BCG Japan psychology-based consulting methodologies when choosing a consulting firm, defining engagement scope, or analyzing strategic implementation needs. Use this when evaluating trade-offs between project speed (3 months) and implementation depth (up to 70%).

Select and apply the optimal proposal narrative structure (McKinsey Conclusion-First vs. Boston Storytelling) based on audience psychology, time constraints, and objectives. Use when presenting strategic solutions, recommendations, or proposals to clients, executives, or stakeholders.

Apply Porter's CSV framework to align business goals with social progress when defining corporate purpose, addressing social issues through business operations, designing business models, or evolving CSR initiatives. Use when seeking initiatives that generate both economic profit and social impact.

Use at the end of each workday to synthesize key learnings from interviews, brainstorming, or fieldwork into visual charts or structured notes, preventing information loss and supporting solution development.

应对消极激进型访谈对象（"沙袋"）的间接策略，通过寻找替代信息源或上级干预获取关键信息。适用于访谈中遇到拒绝提供实质性内容、仅重复已知信息的被动对抗型被访者。

Apply continuous disruption and repositioning process for long-term strategy when developing strategic frameworks or holding market leadership position. Use when sustainable superior positioning (SSP) is questioned, when market dynamics require agility, or when avoiding static defense strategy.

当进行正式商业汇报、需要系统传达复杂分析或确保解决方案获得全公司支持时使用。涵盖预沟通、逻辑结构设计和分层推介。

掌握麦肯锡风格的汇报和沟通技巧，包括根据思维类型选择汇报结构、管理听众注意力、制作清晰有效的图表。适用于需要向客户或管理层汇报、制作演示材料或进行正式沟通的场景。

Implement ESG (Environmental, Social, Governance) framework and multi-stakeholder balance for modern enterprises. Use when managing a modern enterprise, seeking investment, developing sustainable business models, or creating governance strategies that require balancing profit with environmental and social returns.

Use when communicating with executives under severe time constraints, delivering concise solution pitches, or facing situations requiring admission of knowledge gaps to maintain professional integrity and trust.

Use when conducting expert interviews to extract critical business information, handling interviewees who resist with "I don't know" or "I have no ideas", or maintaining professional relationships through proper follow-up protocols.

Use this skill when scaling a business from initial idea to industry standard, aiming for Exponential Organization (ExO) status, or planning corporate venturing initiatives. The skill provides a structured three-phase framework (0-1, 1-10, 10-100) for achieving exponential rather than linear growth.

Use during project initiation or strategic planning phases to analyze external competitive pressures from suppliers, customers, competitors, and potential substitutes, identifying key drivers for strategic adjustment.

Use when developing business solutions to avoid template-based answers, or when initiating research to efficiently leverage internal databases, expert networks, and existing knowledge rather than reinventing solutions.

Create novel facts and insights when existing data is insufficient by designing hypothesis-driven surveys, synthesizing data from multiple sources, and analyzing outliers. Use in business analysis, market research, or strategic consulting when you need to challenge conventional wisdom, generate unexpected truths, or prove/disprove a hypothesis.

在层级制组织中，当需要向高级别高管汇报或展示成果时，通过让老板代为汇报来建立长期信任和地位。适用于初级顾问、下属或远离总部的团队成员，避免因资历不足而在高管面前失去可信度。

Use this skill when analyzing data to find actionable business solutions. It helps you decide between hypothesis-driven thinking and data mining approaches, ensuring you prioritize logical causation over mere statistical correlation. Apply during strategic planning, product development, or marketing initiatives when you have access to data and a business problem to solve.

Use this skill when you have multiple tasks/sub-issues and limited resources. Apply a 3x3 matrix to prioritize based on Impact (vertical) vs Speed (horizontal) to identify the vital 20% of issues that generate 80% of impact. Ideal for project management, task scheduling, and strategic planning scenarios.

Use this skill when a strategic solution has been approved and requires scaling across the organization. It applies the 0-1-10-100 framework to manage implementation phases and selects appropriate motivation drivers (Achievement, Crisis, Mission) to sustain momentum and prevent relapse into the status quo.

Balance logical analysis (Left Brain) with creative intuition (Right Brain) to achieve superior consulting performance and innovation. Use when aiming for 'Super First-Class' consulting results, when team composition needs optimization, or when traditional analytical approaches feel insufficient for complex problems.

A decision framework for delegation and outsourcing based on skill level vs. task importance. Use when making delegation decisions, managing task priorities, or avoiding bottlenecks by properly allocating tasks between internal team and external partners.

应用于商务出差、管理咨询、客户拜访等场景的系统化行李打包框架，基于麦肯锡校友经验，确保"做好准备"的核心原则。适用于准备商务出差行李、希望遵循麦肯锡经验法则、需要确保不遗漏关键物品的场景。

应对麦肯锡案例面试的结构化策略，适用于面试官提出商业案例问题或费米估算问题时。帮助求职者展示逻辑思维、问题分解和假设推导能力，而非追求标准答案。

在商业咨询或专业服务场景中，构建和传递有效的解决方案汇报，确保客户接受并推动实施。适用于需要向客户展示分析成果、争取认可、推动变革的任何正式或非正式汇报场景。

在咨询或专业服务场景中处理敏感客户信息时，执行严格的保密行为规范。适用于任何接触机密信息、需要维护客户信任关系的情境，包括物理环境安全、言语信息管理和保密文化内化。

理解麦肯锡正式导师制度的实际运作局限，适用于麦肯锡咨询顾问、新入职项目经理和分析师。当加入麦肯锡并依赖公司分配的正式导师制度时使用，帮助调整对导师指导的期望并识别制度缺口。

当你需要从职场新人转变为专业顾问、加入顶级咨询公司或寻求职业突破时，使用麦肯锡"四洗"模型进行系统化自我塑造。通过洗心（文化）、洗脑（思维）、洗手（技能）、洗脚（工具）四步，实现从"青葱年少"到"训练有素"的定型。