麦肯锡们为什么失败?一部分原因是组织管理看起来比经营战略要实在多了,另外的原因是组织架构决定了企业资源的配置方向、反映战略的企图,因而在“正统”的程序管理者威严肃穆的眼中,组织设计、流程优化、绩效管理这些“可控性强”的组织工具简直就是成功庆典蛋糕上温馨摇曳的 Why did McKinsey fail? Part of the reason is that organizational management seems to be much more than business strategy. The other reason is that organizational structure determines the direction of corporate resources allocation, reflects the strategy of the attempt, and thus the solemnity of the “orthodox” program managers. In the eyes of organizations, organizational tools such as organizational design, process optimization, and performance management, which are “controllable,” are simply swaying on cakes for successful celebrations.