Tuesday, September 28, 2021
HomeUncategorizedThe Mc Kinsey model: "What China teaches about emergency smartworking"

The Mc Kinsey model: “What China teaches about emergency smartworking”


It is better to watch it from here. Because McKinsey is probably the most important strategic consultancy company in the world. Branches everywhere, partners in close contact with the top managers of multinationals, decisive industrial plans to bring companies into the future by trying to anticipate it. The coronavirus emergency is an extraordinary stress test for the organizational models of any complex reality. Some have already arrived there already, and it is the case of McKinsey who, however, was also favored by his consultative heart that allowed her to build work remotely for some time. Others are coming to us now with all the difficulties of the case and the risk that the level of productivity will drop and the transmission of the decisions from the pyramid to the base of the organization will also jam.

Marco Piccitto, senior partner McKinsey & Company head of the Milan office, says that the experience of his colleagues in China – that the pandemic crisis is now breaking through with a curve of infections that have by now been eliminated – was fundamental: «We organized a training for our Italian offices: partly dedicated to the latest technologies available, but above all to those good practices necessary to work from remote effectively even for weeks. And we have noticed that it is useful to increase the frequency of daily interactions, while making them shorter and more focused. This keeps the attention high which is often more difficult to keep online. Likewise, it is important to identify a moderator who facilitates dialogue and ensures that all participants can make their contribution; significant benefits are also obtained by attributing to one person of the team the task of formalizing the decisions taken and sharing the next steps ».

Telework is perfectly functional if done with effective direction in the decision-making chain. By identifying moderators and team leaders who can manage workflows and workloads so that the key information for the daily processing of activities is not lost “. Piccitto adds that the Chinese experience allows us to be able to say that “our colleagues in China tell us that people are oriented to continue working remotely even in those areas of the country where the peak of the emergency appears to be behind them. An important aspect, if we think about how smart working can be useful even in normal conditions, for example for all those who have to reconcile work commitments with family commitments ». This means that probably after this emergency nothing will be as before. By changing the organizational models, our mobility, also revisiting the offices and their sizes.





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