The McKinsey Engagement Summary

1
THE TEAM FOCUS

FRAMEWORK
FOR TEAM PROBLEM SOLVING
Confidential material from the book: The McKinsey Engagement:

Dr. Paul N. Friga - 2010
A Powerful Toolkit for More Efficient and Effective Team Problem Solving
Introduction to TEAM FOCUS
2
A guide for any team problem-solving project

Based upon the authors experiences at McKinsey and research into best practices
What is it? at other top consulting firms and business schools
Note that all of the content you find herein is alive and well at McKinsey, based on
my experience and hundreds of interviews, the actual framework presented (TEAM
FOCUS) is my new, unique, and hopefully value-adding contribution
What is A baseline construct of the book published by McGraw Hill entitled The McKinsey
Engagement, including:
9 Primary Areas (TEAM FOCUS) - for team problem-solving
included? 27 Rules of Engagement - for guiding the teams to success
40 Operating Tactics for executing best practices
How should As a checklist of the most important elements of successful team problem solving
includes templates and examples
As a source of specific applications, including consulting firm projects, business
I use it? school field studies/consulting projects, business school case competitions, and
executive task forces in corporations any team problem solving opportunity!
Source: The McKinsey Engagement by Paul N. Friga

Table of Contents
3
The Framework (TEAM FOCUS)

The Rules of Engagement.... 4
Analytical Process Map 5
TEAM (Interpersonal Interaction)
Questions, Rules, and Tactics.... 6-22
FOCUS (Analytical Process)

Questions, Rules, and Tactics ... 23-43
Templates.... 44-82

The TEAM FOCUS Rules of Engagement
4
Talk Evaluate Assist Motivate

Communicate Discuss group Leverage Identify unique
TEAM
constantly dynamics expertise motivators

Listen attentively Set expectations Keep teammates Positively
Separate issues and monitor accountable reinforce
from people results Provide timely teammates
Develop and feedback Celebrate
reevaluate a achievements
personal plan
Frame Organize Collect Understand Synthesize

Identify the key Develop a high- Design ghost Identify the so Obtain input and
FOCUS
question level process charts to exhibit what(s) ensure buy-in

Develop the issue map necessary data Think through the from client
tree Create a content Conduct implications for Offer specific
Formulate map to test meaningful all constituents recommendations
hypotheses hypotheses interviews Document the key for improvement
Design the story Gather relevant insight on all Tell a good story
line secondary data charts
Source: The McKinsey Engagement by Paul N. Friga (2008)

The FOCUS Analytical Process Map
5
Frame Organize Collect Understand Synthesize
Conclusion Analysis Data
Info Finding
Info Type Hypo-
Insight 1
1 thesis 1

Info
Info Type

2
Finding
Key Hypo-
Insight 2 Recommend
Question thesis 2
Info
Info Type

3

Info Finding
Info Type Hypo-
Insight 3
4 thesis 3

Iterate
Part 1 TEAM: Interpersonal
6
Interaction Primary Areas
Talk to each Evaluate team

other Talk Evaluate and individual
strategically performance
Assist team Motivate each

members on a Assist Motivate person
regular basis appropriately

Dilbert may help us understand
TALK
7
T E A M F O C U S Source: The McKinsey Engagement by Paul N. Friga

TALK: Key Questions
8
Who is on the team?

When should we meet?
How should we communicate?

TALK: Rules
9
Communicate constantly
Listen attentively
Separate issues from people

TALK: Tactics
10
Tactic 1: Document and share all contact information for the entire internal
and external team, identify the key communication point players (who will
contact whom), and the overall scope of the project.
Tactic 2: Agree upon a meeting schedule that matches the nature of the
project, but try to meet in person as a full team at least weekly (include the
client in some meetings) or daily for one- to two-week projects.
Tactic 3: All meetings should have a clear agenda (or issues to discuss),
produce specific deliverables, and result in new action plans.
Tactic 4: Use email frequently to keep the team updated on progress and
use a brief and consistent format remember that over-communication is
better than under-communication.
Tactic 5: When evaluating pros/cons of issues and ideas, remember to
separate the issue/idea from the person (once presented, everyone
evaluates the merit without any personal attachment).

EVALUATE
11

EVALUATE: Key Questions
12
What are the individual working styles of team

members?
How shall we get along?
Who is responsible for what?
How is everyone doing?

EVALUATE: Rules
13
Openly discuss group dynamics

Set expectations and monitor results
Develop and reevaluate a personal plan

EVALUATE: Tactics
14
Tactic 6: Identify the personality types of the team members

(including the client) consider using Myers Briggs.
Tactic 7: Hold a brief, relaxed session at the outset of the project to
discuss personalities and working preferences. Keep the dialogue
open over the course of the project.
Tactic 8: Be aware of your default tendencies, but incorporate
flexibility to deal with different personality types as needed.
Tactic 9: Each team member should identify and document his one or
two primary objectives in the project.
Tactic 10: The team should openly discuss and reconcile individuals
personal objectives.
Tactic 11: Establish procedures for handling disagreements and
giving/receiving feedback.
Tactic 12: Hold regular feedback sessions to allow time for
improvement.

ASSIST
15

ASSIST: Key Questions
16
What are the key tasks that need to be

performed?
Who is responsible for the completion of specific
tasks?
What can others do to help in terms of team task
completion?

ASSIST: Rules
17
Leverage expertise
Keep teammates accountable
Provide timely feedback

ASSIST: Tactics
18
Tactic 13: First spend at least 1 hour in a general brainstorming session

to openly discuss the problem and key issues to explore (see the
Organize section later in this model).
Tactic 14: Be sure to balance out the load equitably based upon the
estimated number of hours to complete the tasks - revisit the
assignments after work has begun to ensure continued equitable work
distribution.
Tactic 15: Identify and leverage the specific skill set of each team
member (and the firm/client, if applicable).
Tactic 16: Include at least one or two key status report meetings with
the team (and the client) to review findings, data sources, and work
streams.
Tactic 17: On a daily basis, provide an update of individual and team
progress to assess opportunities to adjust workload and assignments.

MOTIVATE
19

MOTIVATE: Key Questions
20
What are the unique motivators for each team

member?
How will we reward ourselves once the assigned
tasks have been effectively completed?

MOTIVATE: Rules
21
Identify unique motivators

Positively reinforce teammates
Celebrate achievements

MOTIVATE: Tactics
22
Tactic 18: Identify and discuss one primary

and one secondary motivator for each person
(the source of energy for each team member).
Tactic 19: Give praise for and celebrate each
major team milestone; share compliments with
team members on a daily basis.
Tactic 20: Have a social gathering after the
project is complete.

Part 2 FOCUS
23
Analytical Process
Frame Organize
the problem Around hypothesis
Synthesize
And tell a good story
Collect Understand
relevant data the so whats

FRAME
24

FRAME: Key Questions
25
What are the key questions that we are trying to

answer?
What are the parameters of our analysis?
What is our hypothesis?

FRAME: Rules
26
Identify the key question

Develop the issue tree (MECE)
Formulate hypotheses

FRAME: Tactics
27
Tactic 21: Identify the key question to drive the project, which should be
based upon specific discussions with the client.
Tactic 22: Document this question, the scope, and the high-level plan of
attack in an engagement letter.
Tactic 23: Specifically identify the temporal (years under study),
geographical, and functional areas for the project.
Tactic 24: Avoid common Scope Creep, when additional work is
added that is beyond the original parameters or is only tangentially
relevant. Refer back to the base problem, parameters, and
engagement letter to mitigate Scope Creep.
Tactic 25: Develop a general hypothesis that is a potential answer to the
problem at hand.
Tactic 26: Develop supporting hypotheses that must be true to support
the general hypothesis (for testing).
Tactic 27: Revisit and revise the hypotheses during the project as data is
gathered (prove or disprove them).

ORGANIZE
28

ORGANIZE: Key Questions
29
What needs to be true for the hypotheses to be

correct/incorrect?
What should we not analyze for now?

ORGANIZE: Rules
30
Develop a high-level process map

Create a content map to test hypotheses
Design the story line

ORGANIZE: Tactics
31
Tactic 28: Maintain objectivity as the hypotheses are

tested during the project.
Tactic 29: Use frameworks as a starting point to identify
issues for analysis.
Tactic 30: Explicitly list the types of analysis and related
data that the team will and will not pursue (at least for
that stage in the project life-cycle).
Tactic 31: Revisit this list if the hypotheses are modified.

COLLECT
32

COLLECT: Key Questions
33
What data do we need (based upon the

questions to answer)?
What primary and secondary sources should we
utilize?

COLLECT: Rules
34
Design ghost charts to exhibit necessary data

Conduct meaningful interviews
Gather relevant secondary data

COLLECT: Tactics
35
Tactic 32: Design ghost charts to exhibit the necessary data relevant
to the overall story.
Tactic 33: Always cite the source of data on each chart created.
Tactic 34: Use primary research and especially interview the client
personnel document interview guides ahead of time and share the
insights with the team in written form within 24 hours.

UNDERSTAND
36

UNDERSTAND: Key Questions
37
What are the so whats of our analysis?

UNDERSTAND: Rules
38
Identify the so what(s)

Think through the implications to all constituents
Document the key insight on all charts

UNDERSTAND: Tactics
39
Tactic 35: Ask so what to sort through the

analysis to find out what is ultimately important.
Tactic 36: Estimate the impact of the
recommendations on the clients operations.

SYNTHESIZE
40

SYNTHESIZE: Key Questions
41
What is the story (situation, complication, and

resolution), and what is the best way to tell it?

SYNTHESIZE: Rules
42
Obtain input and ensure buy-in from client

Offer specific recommendations for improvement
Tell a good story

SYNTHESIZE: Tactics
43
Tactic 37: Tell a story using a very brief situation and

complication, followed by the resolution which is the most
important aspect of the project.
Tactic 38: Share the story with the client and the team ahead
of time to obtain input and ensure buy-in.
Tactic 39: Keep the story simple and focus on the original
problem and specific recommendations for improvement
include estimated impact on the organization.
Tactic 40: Have fun!

TEMPLATES
TEAM FOCUS
44
TEMPLATES
Talk... 45-46
Evaluate 47-51
Assist. 52-54
Motivate 55
Frame 56-59
Organize... 60-67
Collect68-70
Understand71-80
Synthesize..81-82

TEMPLATES
TALK: Team Charter

45
TEAM NAME :
(Be Creative)
CLIENT NAME :
(If Applicable)
PROJECT DESCRIPTION :
(One Sentence)
POTENTIAL ISSUES :
(By End of Project)
SUCCESS GOALS :
(By End of Project)
GUIDING PRINCIPLES :
(No More Than 3)
CONTACT INFORMATION (Include Client Team Members)
Name Role Email Phone (W) Phone (M)
Team Member 1
Team Member 2
Team Member 3
Team Member 4
Team Member 5

TEMPLATES
TALK: Letter of Agreement

46
Source: The McKinsey

T E A M F O C U S Engagement by Paul N.
Friga
TEMPLATES
EVALUATE: Individual Development Plan
47
Name :
Project :
Incoming Strengths &
Weaknesses :
Special Development
Objectives :
Results :

TEMPLATES
EVALUATE: Listening Skill Development
48
1. Release your agenda suspend your communication

goals and dont interrupt
2. Attend to the speaker orient your body to the speaker,
maintain eye contact, watch for non-verbals, reflect the
speakers physical attitude
3. Amplify the speakers ideas encourage (verbal and
nonverbal), clarify, build
4. Reflect the speakers ideas summarize, paraphrase,
contrast and note feelings

TEMPLATES
EVALUATE: Myers-Briggs Profile Scales
49
Extraversion Introversion
(Direction of Focus) (Direction of Focus)
Sensing Intuitive
(Ways of gathering information)
Thinking Feeling
(Ways of coming to conclusions, decision making)
Judgement Perception
(Attitude toward the outer world)
Source: Fleisher & Bensoussan, 2002

TEMPLATES
EVALUATE: Myers-Briggs Profile Definitions
50
EXTRAVERSION (E) Is comfortable with people and things; expresses emotions easily, and is friendly, talkative, and
easy to know.
INTROVERSION (I) Is comfortable with ideas and thoughts; does not express emotions easily and is reserved,
quiet, and hard to know.
SENSING (S) Uses the five senses to become aware of things, likes precise and routine work, is not
comfortable with solving new problems, and takes pleasure in the current moment.
INTUITIVE (N) Uses unconscious ideas or associations to become aware of things and likes solving problems,
planning for the future, and forging ahead in new areas.
THINKING(T) Uses logic, makes decisions based on facts, likes to analyze and organize, doesnt like to
confront or express emotions, and is skeptical when approaching problems.
FEELING (F) Likes relationships to work well, enjoys people, is sensitive to others, makes decisions based on
values and impact upon people, and is trusting when approaching problems.
JUDGING (J) Is orderly and organized, likes to finish tasks, likes to make quick decisions, and likes to make
plans.
PERCEIVING (P) Is curious, adapts well to change, likes to start many projects but may have trouble finishing
them, and may have difficulty making decisions.
Source: Fleisher & Bensoussan, 2002

TEMPLATES
EVALUATE: Your Team Members

51
Participant E/I S/N T/F J/P

Your Guess
Actual
Your Guess
Actual
Your Guess
Actual
Your Guess
Actual

TEMPLATES
ASSIST: Influence Tools

52
There are generally three influence styles:

Passive soft spoken, gives in, non-threatening
Assertive states case without going over top, listens but holds firm
Aggressive uses intimidation, loud vocal or physical gestures
There are at least five different influence tactics:
Stating states opinion without wavering; does not suggest
consequences
Legitimizing states conclusions and presents supportive evidence
Questioning uses questions to test assumptions and move a certain
direction
Emotional - attempts to link to emotional and personal arguments
Socializing/Friendship seeks connections to others as motivation for
change

TEMPLATES
ASSIST: Improved Client Interactions

53
Identify interaction opportunities

Learn your default personality (e.g. Myers Briggs)
Learn how to identify others types
Understand the influence styles and tactics
Practice using multiple styles/tactics
Understand the importance of ADAPTING to
whatever the situation requires

TEMPLATES
ASSIST: Key Client Interaction
54
Opportunities
Proposal conversations
Data gathering calls
Data requests
Delivery of results
Follow-up conversations
Social settings

TEMPLATES
MOTIVATE: Motivation Chart

55
Motivators
Source Person
__e.g. Financial _____________

___e.g. Recognition
___e.g. Development
_____________
___e.g. Contribution _____________

TEMPLATES
FRAME: Initial Considerations

56
Context: brief history

Key question: clearly articulated root question
Scope: definition of what is in/out of scope
Timeline: timing by which key milestones must be
met
Decision-makers/influencers: who will decide on
your recommendations and who influences this
decision

TEMPLATES
FRAME: Framing Template

57
Context
[ENTER TEXT]
Question Deadline for answer

[ENTER TEXT] [ENTER TEXT]
Requirements of a successful answer Out of scope Decision-makers

[ENTER TEXT] [ENTER TEXT]

T E A M F O C U S Dr. Source:
Paul N. Friga 2008 Engagement by Paul N. Friga
The McKinsey
TEMPLATES
FRAME: The Analysis Process

58
Typical problem-solving approach
Draw Recommend
Gather Data State Findings
Conclusions Actions
A more efficient approach
Develop a Gather Conclude

Define the Analyze
hypothesis data and
Problem issues
Recommend
Source: The Minto Pyramid Principle, Barbara Minto

MECE

TEMPLATES
FRAME: Issue Tree

59
Conclusion
[ENTER THIRD-ORDER ISSUE] [ENTER FACT-BASE CONCLUSION]
[ENTER SUB-
ISSUE]

[ENTER SUB-
ISSUE]

[ENTER [ENTER SUB-
QUESTION] ISSUE]

[ENTER SUB-
ISSUE]

[ENTER SUB-
ISSUE]

TEMPLATES
ORGANIZE: Process Map

60
Phase 1 2 3
Frame, Organize, and Collect Understand Synthesize

Develop a Situational Understanding Create a Preliminary Storyline Finalize Report
Primary Objective
Work Plan Ghost Deck Executive Summary

Preliminary Fact Pack Interview Summaries Final Report
Interview Summaries Revised Fact Pack Appendix
Incorporation example overview
(Avon)
Deliverables
Completion Date

TEMPLATES
ORGANIZE: Content Map

61
Governing thought
Key line Support Analysis Data source Resp. Date

TEMPLATES
ORGANIZE: Hypothesis Structure

62
[ENTER HYPOTHESIS]
[ENTER KEY [ENTER KEY [ENTER KEY

SUPPORTING SUPPORTING SUPPORTING
STATEMENT] STATEMENT] STATEMENT]
[SECOND- [SECOND- [SECOND-

ORDERSUPPORTING ORDERSUPPORTING ORDERSUPPORTING



TEMPLATES
ORGANIZE: Hypothesis Testing

63
Work plan
We should exit the
low-end PC business Statement: we should exit from the low-end
PC business
Ana- Data
Key line Support lysis source Resp. Date
Experts
Our other busi- predict so
This market ness do not
It is not
will continue require us to This
profitable Core cus-
to shrink serve the low- market
end market will con- tomers are
tinue decreasing
to
shrink mid-tier
will
expand
Core Mid-tier
Experts customers will
predict so are expand
decreasing

TEMPLATES
ORGANIZE: Storyboarding
64
Physical creation of a presentation story by creating

a high level outline and ghost charts that capture the
key points
It is a tool used by top consulting firms, marketing
departments and advertising firms around the world
It focuses energy on what is important, highlights
gaps in analysis and results in a more efficient
problem-solving process

TEMPLATES
ORGANIZE: Storyboard Process
65
1. Read the case and/or summary of the situation.

2. Organize the data.
3. Develop hypotheses, primary recommendations,
and key data support.
4. Develop an outline (high level).
5. Draft Ghost Pages
6. Fill in Ghost Pages with data and put extra slides
in appendix.

TEMPLATES
ORGANIZE: Storyboard Tips
66
1. Keep the process moving at all times.

2. Make it iterative.
3. Key issue is the weeding of what is not important.
4. CSFs are clarity and impact so what?

TEMPLATES
ORGANIZE: Storyline (Sample)

67
Main Topics to Cover

Executive Main Point 1
Recommendations (Key Supporting
Overview / Governing Points)
Thoughts
Supporting Main Point 2 Supporting Main Point 3

Slide(s) Slide(s)
Supporting Supporting
Main Point 4 Slide(s)
Slide(s) Conclusion

TEMPLATES
COLLECT: Ghost Decks

68
Ghost deck Market will continue

to shrink
Sales
Hypothesis tree Work plan
Experts say
Core customers

TEMPLATES
COLLECT: MECE(Mutually Exclusive
69
Collectively Exhaustive)
5 Cs 5 forces
Context New
entrants
Customers and Market
Company Suppliers Rivalry Buyers
Competitors
Collaborators Issue tree Substitutes
Value chain SWOT

Strengths Opportunities
Weaknesses Threats

TEMPLATES
COLLECT: Data Sources

70
Have You Tried These Sources?
Free Electronic
Sources Databases
Lexis-Nexis
Hoovers
Yahoo
Check all
Google Libraries
______ Databases (free
______ to students)
________
________

TEMPLATES
UNDERSTAND Chart Examples
71
Trends Compositions Relationships/ Comparison
Vertical Bar Chart Pie Chart Comparison Bar Chart
Line Waterfall Chart Scatter Plot
Document structuring Horizontal Bar Chart
Text Framework
aslkfdkdsklfj lasdkfj asdlkfj
aslkdfj asldh gf
aslkfdkdsklfj lasdkfj asdlkfj
aslkdfj asldh gf
aslkfdkdsklfj lasdkfj asdlkfj asl

TEMPLATES
UNDERSTAND: Chart Example

72
Sample 1 Sample 2
Units Units
Source: Insert Source

TEMPLATES

73
Chart name
Units ABC
ABC
ABC
ABC
ABC
Source: Insert Source ABC

TEMPLATES

74
Chart name
Units 100% = 84,586
DEF
GHI
ABC
JKL

TEMPLATES

75
Chart name
Units
Base Addition New base Less A Less B Remainder


TEMPLATES

76
Chart name
Units

Y1 Y2 Y3 Y4 Y5 Y6 Y7

TEMPLATES

77
Chart name 100% = $XX million $YY million $ZZ million

Percentage
Series name
Series name
Series name
Series name
Source: Insert Source ABC DEF GHI

TEMPLATES

78
Chart name
Units
2000 2005
annual CAGR =
XX%
ABC ABC ABC ABC ABC ABC


TEMPLATES

79
Chart name [SERIES 1]

Units [SERIES 2]
[ENTER
CONCLUSION/
SO WHAT
HERE
ABC ABC ABC ABC ABC ABC

Source: The McKinsey

T E A M F O C U S Engagement by Paul N.
Friga
TEMPLATES

80
Chart name
Development Execution
Idea/ Business Implemen-

Proposal Initiative Transition/ Benefit
Need Case Planning tation
Design Close realization
Step Step Step Step Step Step Step Step

[DESCRIBE
PROCESS
OR STEP]

TEMPLATES
SYNTHESIZE: Storyline Logic

81
Governing Use structured logic

thought Try to stay MECE
(answer) Look from the decision-
makers perspective
What
would
have to
be true?
Key line
(proof)
What
would
have to
be true?
Support
(facts)

TEMPLATES
SYNTHESIZE: Final Sample Slide

82
Title = the so what
THE MARKET IS GROWING RAPIDLY

Graph name
Total Market Revenue 7.5 Any other
Units 7.3 units
US$ billions specified
6.9 CAGR
= 12%
6.2
5.3
4.2
1999 2000 2001 2002 2003 2004
Source
Source: XYZ research report; estimate for 2004 from ABC report
Less is more only show

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1

THE TEAM FOCUS

Confidential material from the book: The McKinsey Engagement:

A guide for any team problem-solving project

Source: The McKinsey Engagement by Paul N. Friga

The Framework (TEAM FOCUS)

FOCUS (Analytical Process)

Source: The McKinsey Engagement by Paul N. Friga

Talk Evaluate Assist Motivate

constantly dynamics expertise motivators

Frame Organize Collect Understand Synthesize

question level process charts to exhibit what(s) ensure buy-in

Source: The McKinsey Engagement by Paul N. Friga (2008)

Frame Organize Collect Understand Synthesize

Conclusion Analysis Data

Talk to each Evaluate team

Assist team Motivate each

Source: The McKinsey Engagement by Paul N. Friga

T E A M F O C U S Source: The McKinsey Engagement by Paul N. Friga

Who is on the team?

T E A M F O C U S Source: The McKinsey Engagement by Paul N. Friga

T E A M F O C U S Source: The McKinsey Engagement by Paul N. Friga

T E A M F O C U S Source: The McKinsey Engagement by Paul N. Friga

T E A M F O C U S Source: The McKinsey Engagement by Paul N. Friga

What are the individual working styles of team

T E A M F O C U S Source: The McKinsey Engagement by Paul N. Friga

Openly discuss group dynamics

T E A M F O C U S Source: The McKinsey Engagement by Paul N. Friga

Tactic 6: Identify the personality types of the team members

T E A M F O C U S Source: The McKinsey Engagement by Paul N. Friga

T E A M F O C U S Source: The McKinsey Engagement by Paul N. Friga

What are the key tasks that need to be

T E A M F O C U S Source: The McKinsey Engagement by Paul N. Friga

T E A M F O C U S Source: The McKinsey Engagement by Paul N. Friga

Tactic 13: First spend at least 1 hour in a general brainstorming session

T E A M F O C U S Source: The McKinsey Engagement by Paul N. Friga

T E A M F O C U S Source: The McKinsey Engagement by Paul N. Friga

What are the unique motivators for each team

T E A M F O C U S Source: The McKinsey Engagement by Paul N. Friga

Identify unique motivators

T E A M F O C U S Source: The McKinsey Engagement by Paul N. Friga

Tactic 18: Identify and discuss one primary

T E A M F O C U S Source: The McKinsey Engagement by Paul N. Friga

Source: The McKinsey Engagement by Paul N. Friga

T E A M F O C U S Source: The McKinsey Engagement by Paul N. Friga

What are the key questions that we are trying to

T E A M F O C U S Source: The McKinsey Engagement by Paul N. Friga

Identify the key question

T E A M F O C U S Source: The McKinsey Engagement by Paul N. Friga

T E A M F O C U S Source: The McKinsey Engagement by Paul N. Friga

T E A M F O C U S Source: The McKinsey Engagement by Paul N. Friga

What needs to be true for the hypotheses to be

T E A M F O C U S Source: The McKinsey Engagement by Paul N. Friga

Develop a high-level process map

T E A M F O C U S Source: The McKinsey Engagement by Paul N. Friga

Tactic 28: Maintain objectivity as the hypotheses are

T E A M F O C U S Source: The McKinsey Engagement by Paul N. Friga

T E A M F O C U S Source: The McKinsey Engagement by Paul N. Friga

What data do we need (based upon the

T E A M F O C U S Source: The McKinsey Engagement by Paul N. Friga

Design ghost charts to exhibit necessary data

T E A M F O C U S Source: The McKinsey Engagement by Paul N. Friga

T E A M F O C U S Source: The McKinsey Engagement by Paul N. Friga

T E A M F O C U S Source: The McKinsey Engagement by Paul N. Friga

e.g. Financial ___________