8/13/2019 Disruptive Innovation, McKinsey-Style _ McKinsey &
Company
1/1
After years of debate and study, in 20 07 McKinsey& Company
initiated a series
of business model innovations that could reshape the way the
global consulting
firm engages with clients, writes Professor Clayton Christensen
in the October
2013 issue ofHarvard Busine ss Revie w .
Christensen, the Kim B. Clark Professor of Business
Administration at Harvard
Business School, argues that professional serv ices such as
management c onsulting
and law are ripe for disruption by new competitors using
technology and networksto serv e clients. In the article, he makes
a c ase that disruption is inevitable and
highlights McKinseys innovations to provide clients with new
ways to access
expertise and capabilities outside of traditional consulting
projects.
For ex ample, McKinsey Solutionsprov ides software and
technology-based tools
to help clients make better decisions based on proven
methodologies and
proprietary data. Why would a firm whose primary value
proposition is
judg ment-ba sed and b esp oke diag nos es invest in such a
depar tur e when it s cor e
busines s was thr iv ing? a sks Christe nsen, wit h c oauthor s
Dina Wang and Derek van
Bever.
In a podcast accompanying the article, Dominic Barton, McKinseys
global
managing director, discusses the ratio nale with Christensen. He
describe s the 18-
month strategy journey that led to the decision to scale up not
only McKinsey
Solutions but also a range of other new servic es. These include
McKinsey
Implementation, McKinsey Advanced Data &Analy tics , and
McKinsey Recovery &Transformation Services.
The firm talked intensively with leaders acro ss a wide range of
organizationsboth
clients and non-clientsabout their biggest challenges and how
McKinsey co uld
help them to succeed. One consistent request was for more
flexibility and options
to reinforce the firms core c onsulting work. In addition to
analysis and problem
solving, c lients wanted McKinseys help with building
organizational capabilities,
implementing change, leveraging data, turning around troubled b
usiness units,
and more.
Looking ahead 10 to 20 years, Mr Barton concludes: Im determined
that were
going to be arou nd and be leaders, come he ll or high water.
But what we do and
how we work will, I think, have changed pretty
significantly.
Read more on theHarvard Business Revie w site:
Consulting on the Cusp of Disruption (article)
Clay Christensen and Dominic Barton on Consultings Disruption
(podcast)
Learn more
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