First 100 days

One of the key leadership challenges of any executive is the establishment of a strong culture.

There can be few stronger cultures that the 'one firm' culture of McKinsey, and few better articulations of values-based leadership than that of Marvin Bower, its leader, who led the organisation's change from 'efficiency experts' to management consultants. One memo is often referred to as the tipping point for that transformation.

"We are what we speak - it defines us - it is our image. We don't have customers, we have clients. We don't serve within an industry, we are a profession. We are not a company, we are not a business. We are a firm. We don;t have employees, we have firm members and colleagues who have individual dignity. We don't have business planes, we have aspirations. We don't have rules, we have values. We are management consultants only. We are not managers, promoters or constructors."

Bower's target for McKinsey as an enduring institution was dependent upon three characteristcs:

Common values
Common problem-solving philosophy
and Action Orientation

The difference, between McKinsey, and many other branded service organisations, is that it ruthlessly and relentlessly stuck to its principles....

As 'rules' and 'processes' have replaced values, many of today's service brands have become flabby and unreliable. Marketing leaders have a duty to put this right, and stand up for the customer's interests.