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.At the same time, McKinsey s reputation was growing. 11131_Edersheim_c04_f.qxd 2/10/04 3:24 PM Page 81Defining Moments of Leadership and Influence 81Frank Canny, who was the personnel director for the firm at that time,suggested formalizing recruiting at Harvard.It was a logical step forwardbecause Marvin had a strong affinity for the Harvard Business School,maintained regular contact with the institution, and kept abreast of devel-opments there.But it was a very risky decision.The transition took placein stages first hiring MBAs with experience, and then hiring MBAs withlittle or no experience.Warren Cannon, who had just become administra-tive officer, describes this phased transition in hiring policy:The first thing I had to address was to move from experiencedhires with some applicable experience, probably moderate ability,and unimpressive academic credentials.And the firm was popu-lated by those people because that was all you could get duringWorld War II.For one thing, it was hard because so many people,young men, were off to war one way or another.But probably therevolutionary thing that [Marvin] did was to recruit young people.Bringing in inexperienced staff was really an extraordinarything to do because people thought clients weren t about to takeadvice from some young fuzzy-cheeked associates.And Marvinwas the one who started and pressed for these hires.He was theone that took them on studies.The big swing was when westarted moving toward hiring the very best with little or no expe-rience from the leading business schools.It took a while becausethe numbers were so small in the beginning compared to thewhole firm.I mean it took a while to salt and change the charac-ter of the firm.18John Macomber was one of the first MBA hires in 1953, and stayedwith McKinsey until 1973, subsequently becoming chairman of Celaneseand president of the Export/Import Bank.John describes his pioneeringexperience at McKinsey:He hired people like me and Roger Morrison, who had had somemilitary experience, and we d all had good records as kids.Clearly,we were doing things that were interesting when we were growingup, in summer jobs, so we were not an unknown quantity.But wehad no industrial experience to speak of.He went ahead andstarted by hiring the two of us and then a few more and a fewmore. 11131_Edersheim_c04_f.qxd 2/10/04 3:24 PM Page 8282 McKinsey s Marvin Bower.It was over as far as ever hiring experienced people.Every time we hired somebody.who had great experiencein this industry, he was a flop.And why was he a flop? BecauseMarvin hadn t gotten his hands on him and trained him on thesebasic, simple ideas at a malleable stage.They came in with theirexperience.Marvin had people come in with their future poten-tial.And there s a huge difference.Roger Morrison might havebeen the greatest CFO, but if he had come back to McKinsey &Co.as an expert in finance, he wouldn t have been nearly as effec-tive as he turned out to be an enormously effective man by beingtrained by Marvin and everybody around Marvin in these basic,simple concepts.An amazing thing.He put me to work on the Texaco study with himself, in theresearch and development area of Texaco.First of all, I knewnothing about the oil business, although I had been a roughneckas a kid as a summer job, which, incidentally, went over prettywell with Gus Long who ran Texaco in those days. Ah, youknow something, don t you, kid? Furthermore, it was workingin research and development.What the hell do I know aboutthat? Well, there were a couple of us on that.And the end resultwas an unbelievably successful program.We helped Texacothink through a whole new way of going about research anddevelopment.The recommendations were to quit making research anddevelopment an examination of the different properties of lubri-cating oil and start figuring out how you can extract oil and min-erals out of the ground at less money.Start getting into what wasthen electronics seismology.Sure, keep on going doing this veryimportant work for your customers, but that s customer servicethat you re doing over here [ Pobierz całość w formacie PDF ]
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.At the same time, McKinsey s reputation was growing. 11131_Edersheim_c04_f.qxd 2/10/04 3:24 PM Page 81Defining Moments of Leadership and Influence 81Frank Canny, who was the personnel director for the firm at that time,suggested formalizing recruiting at Harvard.It was a logical step forwardbecause Marvin had a strong affinity for the Harvard Business School,maintained regular contact with the institution, and kept abreast of devel-opments there.But it was a very risky decision.The transition took placein stages first hiring MBAs with experience, and then hiring MBAs withlittle or no experience.Warren Cannon, who had just become administra-tive officer, describes this phased transition in hiring policy:The first thing I had to address was to move from experiencedhires with some applicable experience, probably moderate ability,and unimpressive academic credentials.And the firm was popu-lated by those people because that was all you could get duringWorld War II.For one thing, it was hard because so many people,young men, were off to war one way or another.But probably therevolutionary thing that [Marvin] did was to recruit young people.Bringing in inexperienced staff was really an extraordinarything to do because people thought clients weren t about to takeadvice from some young fuzzy-cheeked associates.And Marvinwas the one who started and pressed for these hires.He was theone that took them on studies.The big swing was when westarted moving toward hiring the very best with little or no expe-rience from the leading business schools.It took a while becausethe numbers were so small in the beginning compared to thewhole firm.I mean it took a while to salt and change the charac-ter of the firm.18John Macomber was one of the first MBA hires in 1953, and stayedwith McKinsey until 1973, subsequently becoming chairman of Celaneseand president of the Export/Import Bank.John describes his pioneeringexperience at McKinsey:He hired people like me and Roger Morrison, who had had somemilitary experience, and we d all had good records as kids.Clearly,we were doing things that were interesting when we were growingup, in summer jobs, so we were not an unknown quantity.But wehad no industrial experience to speak of.He went ahead andstarted by hiring the two of us and then a few more and a fewmore. 11131_Edersheim_c04_f.qxd 2/10/04 3:24 PM Page 8282 McKinsey s Marvin Bower.It was over as far as ever hiring experienced people.Every time we hired somebody.who had great experiencein this industry, he was a flop.And why was he a flop? BecauseMarvin hadn t gotten his hands on him and trained him on thesebasic, simple ideas at a malleable stage.They came in with theirexperience.Marvin had people come in with their future poten-tial.And there s a huge difference.Roger Morrison might havebeen the greatest CFO, but if he had come back to McKinsey &Co.as an expert in finance, he wouldn t have been nearly as effec-tive as he turned out to be an enormously effective man by beingtrained by Marvin and everybody around Marvin in these basic,simple concepts.An amazing thing.He put me to work on the Texaco study with himself, in theresearch and development area of Texaco.First of all, I knewnothing about the oil business, although I had been a roughneckas a kid as a summer job, which, incidentally, went over prettywell with Gus Long who ran Texaco in those days. Ah, youknow something, don t you, kid? Furthermore, it was workingin research and development.What the hell do I know aboutthat? Well, there were a couple of us on that.And the end resultwas an unbelievably successful program.We helped Texacothink through a whole new way of going about research anddevelopment.The recommendations were to quit making research anddevelopment an examination of the different properties of lubri-cating oil and start figuring out how you can extract oil and min-erals out of the ground at less money.Start getting into what wasthen electronics seismology.Sure, keep on going doing this veryimportant work for your customers, but that s customer servicethat you re doing over here [ Pobierz całość w formacie PDF ]