Customer Reviews
It should have been so much more - By: M. Storer, 04 Mar 2008 
As a strategy consultant I found small portions of this book quite interesting to see how McKinsey runs through its analytical framework, however as a whole it is very vague & uninformative.
The last couple of chaptersin particular are focused more on boosting Mckinsey-ites egos then giving strategic insight from one of the worlds largest consultancies.
I would recommend this book to people thinking about getting into the industry but apart from that as an 'Idiots guide', however there are many more insightful & educational books out there.
On the positive side it is very easy to read so I guess I didnt waste too much of my life
If you are new to Business Consulting, read this Book First - By: S. Sridhar, 27 Dec 2007 
Friends,
Please read this book if you are new entrant to business consulting.
As a fresh incumbent, we will have many questions to kick start the journey, just imagine the author to be our first friend to help us start the exciting career as a Consultant.
As a reader belonging to the above said category, I found this book immensely useful that opened up many important facets that are required to be performed by usin this prestigious profession, otherwise would have taken months to learn or experience. Many of the management concepts describedin this book are known, yet to have itin the same book having a common purpose supported with live examples apart from McKinsey tools like MECE, Waterfall chart, Elevator test, Prewiring etc will really add value to us.
From the need to send a simple thanks note to our client or to manage a non cooperative memberin the client side, this book throws many useful tips that are necessary to have a comfortable journey.
Read it to learn, No doubts, will experience the learnings during practise
Good Luck
This book is what McKinsey is about... - By: Marc Feuerstein, 09 Aug 2005 
This book is unintentionally a clear representation of these "elite" consulting firms:
- Too expensive for what it is
- Nice cover & picture ... but big letters & no content (have a read of the "Surviving at McKinsey" chapter for a good laugh)
- Inflated ego (eg: "McKinsey is to management as Cartier is to jewels...")
If any young MBA's hope to find a few hints to enter the "ivory tower", don't look here.
In conclusion, please find my "strategic recommendation" about this book: don't buy it. This advise is worth a few dollars.
Basic overview - By: Jaz, 07 Sep 2004 Buying the book I thought it would go into great depth about the techniques which McKindsey-ites use, but it failed to meet my requirements. It is a good book for people that have little or no knowledge of management or dealing with a management problem. But overall it is a good bedtime read.
Short, clear introduction into management consultancy - By: Gerard Kroese, 29 Dec 2002 McKinsey & Company is a world-famous strategic consulting company, also known as "The Firm". Ethan Rasiel worked at McKinsey & Co. for several years & provides a quick, clear introduction into management consulting firm's problem solving methods. "I wrote this book with the goal of communicating new & useful skills to everyone who wants to be more efficient & effectivein business. ... In addition, this book will give any executive woho works with management consultants, whether McKinsey or elsewhere, some insight into how these strange beings think."
The book is split up into five parts. In Part I, Ethan Rasiel explains the McKinsey-way of thinking about business problems. The author explains that the solution of the problem needs to be fact-based (facts are friendly), rigidly structured (MECE = mutually exclusive), & hypothesis-driven (solve the problem at the first meeting - the initial hypothesis). In addition, the author explains how McKinsey-ites approach business problems & apply the McKinsey problem-solving process to maximum effect. There is also a short introduction into a number of rules which McKinsey-consultants use for problem-solving purposes: the 80/20-rule, find the key drivers, the elevator test - sellin 30 seconds, make a chart every day, look at the big picture, say "I don't know", & don't accept "I have no idea".
In Part II, the author introduces the McKinsey-way of working to solve business problems. The author explains the selling process at McKinsey (the Firm does not sell, it markets), how to structure an engagement, & assembling of a team. Then the author comes to the most important part of the book, doing research, conducting interviews (the author insists on reading Chapter 8 - Conducting Interviews - "If you read no other chapter of the book from start to finish, read this one."), & brainstorming.
In Part III, the author, & the McKinsey-way of selling solutions. This part discusses the way McKinsey makes presentations, which is one of the strongest parts of McKinsey according to the author, displays data with charts (read Gene Zelazny (1985), 'Say it with Charts'), & the way to work with clients.
In Part IV, Rasiel gives some lessons how "McKinsey-ites" have learned for coping with the stresses of life at the Firm, &in Part V, the author recounts the lessons he learned at McKinsey & shares memories of various ex-McKinsey-ites. Both Part IV & V are 'a waste of paper'in comparison to the first three parts, but gives a little insight into what goes on behind the scenes at McKinsey & Co.
Yes, I can understand that some readers are disappointed by this book as it gives just an introduction into management consultancy (and McKinsey & Co). The author introduces the various problem-solving methods & tools, but does not discuss themin great detail. For more details on these methods & tools you will have to read some other literature. The book uses simple US-English.
