“实达事件”使麦肯锡走麦城。连篇累牍的媒体关爱,使麦肯锡泣不成声,人们说麦肯锡败了,而且,败得很惨。起码在九百六十万平方公里的土地上,麦肯锡多少撞墙了,撞得多少有点脸肿鼻青了。 客观地讲,麦肯锡在中国的事业败了,但麦肯锡的思想没有败。我以为麦肯锡应该向中国出售它的思想或者叫主义,而不是麦肯锡的模式。大概错就错在它总想给大家一种 “Shida incident” to McKinsey take the city of wheat. Long-time media love, McKinsey sobbed, people said McKinsey defeated, and, miserably. At least 9.6 million square kilometers of land, McKinsey hit the wall how much, hit a little bit swollen nose. Objectively speaking, McKinsey lost its cause in China, but McKinsey’s thought did not fail. I think McKinsey should sell its ideas or callism to China rather than the McKinsey model. Probably wrong to always give it to everyone