It’s fascinating to speculate on what might have been going on at McKinsey & Co since they learned, as the rest of us did today, that they were going to lead the consortium which has won the contract to become the national change and adoption partner for the PCEHR.
No doubt they’ve already started organising information according to the principles of MECE (mutually exclusive, collectively exhausting) and preparing to come to the IH (initial hypothesis) – “the solution that seems most probable early in the engagement, after the group has brainstormed using their knowledge of the situation, but before they have spent a lot of time gathering additional information and analysing” – that will be expressed, via logic trees, in an “issue tree“.
I wonder what the problem is, by the way? According to Minister Roxon, “The National Change and Adoption Partner will help educate and support the training and information needs of the health workforce who will use the system. The consortium will plan, design and develop training, guidance and tools in collaboration with clinicians and software providers. It will also provide change-management support for clinicians, including at the 12 lead implementation sites.” It’s a tough job, but being paid up to $29.9 million will probably help to get it done.
I think it might be helpful for those who will be working closely with McKinsey, to read this potted version of Ethan Rasiel’s The McKinsey Way, or possibly buy the book. If you’re going to be subjected to a waterfall chart, or are likely to be identified as one of the “useless” or the “hostile”, as the firm refers to some of the client team members it works with, it probably helps if you’re prepared for it.
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