people with analytical skills. Data Scientist‚ Business Analyst‚ Business Intelligence are all alternate nomenclature for a similar skill set. The Need: The amount of data being generated globally increases by 40 percent a year‚ according to the McKinsey Global Institute‚ the consulting firm’s research arm. Gartner predicts that data will grow 800 percent over the next five years and 80 percent of the data will be unstructured. International Institute for Analytics predicts that “Big data analytics
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1.0 Introduction to the Internship Study 1.1 Background of the Study As per the requirement of Bangalore University to submit the internship report during third semester of the MBA program‚ the students need to submit the report conducted in a particular organisation under the university’s prescribed format during the summer holidays after the completion of the second semester examination. The primary reason for this internship is to make the students acquainted with the real world business
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likelihood of a current or former employee’s becoming CEO of a large company. Top on the list is management consulting firm McKinsey & Company. Amazingly‚ if we extrapolate into the future from the current stock of McKinsey alums who are CEOs‚ of every 690 McKinsey employees‚ one will become CEO of a Fortune 1000 company. Company | Size (employees) | CEOs produced | Odds | McKinsey & Co. | 11‚000 | 16 | 690:1 | Deloitte & Touche | 17‚170 | 8 | 2‚150:1 | Baxter International | 48‚000
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The McKinsey Quarterly: The Online Journal of McKinsey & Co. Page 1 of 4 Building a competitive finance function: An executive roundtable By focusing on talent development‚ new roles for finance‚ and creative benchmarks‚ CFOs can deliver a competitive advantage to their companies. Herbert Pohl December 2007 CFOs and the finance organizations they head are under intense pressure from the capital markets and activist investors to keep pace with a rapidly changing global market—to go
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is the application of ishikawa Fishbone analysis and pareto analysis would be important in this case study? 13) Prepare the Ishikawa and Pareto analysis for the company 14) Discuss the usefulness of applying shared values analysis i.e. McKinsey’s 7S for business combination? 15) Moving forward‚ prepare the strategy map for the company. Please justify your vision‚ mission and objectives 16) Discuss what are the factors that you need to consider from time to time in order to make the new entity
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References: -The Application of Six Sigma Method in a Power Plant‚ 2012‚ Sati‚ Zumrut Ecevit‚ vol. 3 page 143. - R. Burton‚ G. DeSanctis‚ B. Obel‚ Organization Design: A Step-by-Step Approach‚ 2006. Reference List for MCKINSEY
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generation of M&A: A McKinsey perspective on the opportunities and challenges Despite continued uncertainty‚ signs point to a surge in M&A activity that will be ambitious in both scope and profile. 11 Beyond risk avoidance: A McKinsey perspective on creating transformational value from mergers Most mergers are doomed from the beginning. Anyone who has researched merger success rates knows that roughly 70 percent of mergers fail. 19 Opening the aperture 1: A McKinsey perspective on
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Marketing Only Entire Site Over the past 2 years‚ McKinsey has completed more than 1‚000 projects across key marketing and sales disciplines‚ spanning a wide range of industries including consumer packaged goods‚ financial services‚ high tech‚ industrial‚ retailing‚ telecommunications‚ and pharmaceuticals. The McKinsey Marketing & Sales Practice is engaged in work that covers a wide variety of issues for a broad range of companies. We have provided examples
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STRATEGY Is your core competence A MIRAGE? 40 THE McKINSEY QUARTERLY 1997 NUMBER 1 Managers now consider just about everything a potential competence Are you measurably better‚ can you sustain the diƒference‚ and does it matter? Building a core competence: three options Kevin P. Coyne Stephen J. D. Hall Patricia Gorman Cliƒford C – the idea that a company can succeed without a structural competitive advantage by becoming the best at a few key skills or in a few knowledge
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Cracking the Case Case Interview Training Strategy and Operations October 3‚ 2005 ©2005 Deloitte Inc. Case Interview Training Agenda Objectives What is consulting? Who is Deloitte? Case Interview Preparation What is a case interview and what do companies expect? How do you approach a case? Example case Practice Additional Information 2 Objectives By the end of this session you should: Understand what a career in consulting has to offer Know how Deloitte is positioned in the consulting
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