Mr. Ron Daniel

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  www.longhaus.com/index.php?option=com_content&task=view - [Cached Version]
  Published on: 10/7/2008    Last Visited: 7/3/2008  

  Perhaps the most famous occurrence of code of conduct reinforcement in the management consulting world was in 1983 (in Gartner's 4th year of operations, Forrester's 2nd) when McKinsey CEO Ron Daniel had to choose between his biggest revenue generator - the USD$35m/year phenomenon that was Tom Peters - and "the McKinsey Way".
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  As history tells it, Daniel chose McKinsey culture over their prized bull.

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  NewsTrove.com/cgi-bin/search.pl?wn1=14895 - [Cached Version]
  Published on: 2/17/2005    Last Visited: 2/17/2005  

  Arizona Opera 01/15/2005 - Wolfgand Amadeus Mozart: Cos fan tutte Jana Jennings (Fiodiligi)(Fiordiligi), Maria Zitchak (Dorabella), Mark Schowalter (Ferrando), John Hancock (Guglielmo) Mariateresa Magisano (Despina), Sten Condy (Don Alfonso) Joel Revzen (conductor) Ron Daniel (director) Last weekend, the Arizona Opera presented Mozart's Cos fan tutte.

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  A Final Bow to McKinsey's High Priest - [Cached Version]
  Published on: 1/28/2003    Last Visited: 1/28/2003  

  "If Tom tried to peek ahead, the pages would make a ripping sound, and Marvin would scold him," laughs Ron Daniel, a former McKinsey director.
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  It was, adds Daniel, a classic "Bowerism," one of many comical idiosyncrasies of the legendary business figure who died on Jan. 22 at the age of 99.
  
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  Adds Daniel, who was managing partner of McKinsey from 1976 to 1988: "He was intimidating, but he didn't destroy your soul.He was the best person I ever saw give critical feedback to someone.He could criticize your work but always left the human being intact."

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  About UWI - [Cached Version]
  Published on: 1/1/1986    Last Visited: 9/16/2007  

  Ron Daniel, Managing Partner, McKinsey & Company (1974-86)

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  Board of Directors Announcement - [Cached Version]
  Published on: 8/19/1997    Last Visited: 9/10/2000  

  •D. Ronald Daniel, Treasurer, Harvard University, and Director and former Managing Director of McKinsey & Company ;
  
  •James Dimon, President, Chief Operating Officer and Director of Travelers Group ;

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  Business 2.0 - Web Article - Getting Off to a Good... - [Cached Version]
  Published on: 9/19/2002    Last Visited: 9/19/2002  

  A: I vividly remember the advice that then-managing partner Ron Daniel gave me when I was a new associate at McKinsey."The most important thing a new consultant can do to ensure long-term success," he said, "is to hit the ball out of the park on the very first assignment.In this way, strong and positive first impressions will be made that can be built on.Conversely, it is extraordinarily difficult to overcome a bad first impression."Getting off to the right start is indeed critical, for an entry-level employee and a chief executive officer alike.Those first two or three months create a window of opportunity to make lasting impressions and to create the conditions for effective change.So how do you get off on the right foot?There are four steps to keep in mind.

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  Coaching Tip: The Leadership Blog: Business Coaching - [Cached Version]
  Published on: 5/19/2005    Last Visited: 10/15/2006  

  "He approached consulting out of his profound wisdom and insight," says Ron Daniel, Managing Director of McKinsey & Company (1976-1988).

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  Consulting Magazine - The #1 Online and Printed... - [Cached Version]
  Published on: 12/12/2004    Last Visited: 7/1/2006  

  Ron DanielManging Director, McKinsey & Company (1976 - 1988)With the exception of McKinsey & Company's modern founder Marvin Bower, Ron Daniel was McKinsey & Company's longest serving managing director.
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  Daniel: His early books and his work at GM did create the underlying conceptual framework and support for divisionalization and the delegation of authority into profit-accountable business units.
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  Daniel:Certainly, Peter played a role here among others.
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  Daniel: Peter didn't like the word "guru."
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  Daniel: Someone like Tom Peters would be the most obvious case in point.
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  Daniel: Peter approached consulting out of his profound wisdom and insight.
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  Daniel: An interesting question, to me, would be, "Could Peter Drucker have prospered inside McKinsey as a senior partner?"This is all conjecture, but my answer would be "Yes, but he would have eventually left."He could have started here and he would have found great support.And he would have found his colleagues very helpful in crystallizing, documenting, and spreading his ideas.But since he ultimately was a writer and philosopher and consulted more out of his ideas rather than his analytical ability, he likely would have found an amicable conclusion with Marvin or whoever it might have been at the time.
  
  CM: His approach to consulting ultimately would not have been a good match with McKinsey's?Daniel: He would have started when the firm was shaped around experienced people, so he would not have been unlike many others, but as the firm evolved to a more analytically driven approach to consulting, he would have likely parted company with the firm in the mid-'50s.
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  Peter really helped to pave the way to break it up," says Ron Daniel, the managing director of McKinsey & Company from 1976 to 1988.

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  Consulting Magazine - The #1 Online and Printed... - [Cached Version]
  Published on: 12/18/2004    Last Visited: 3/6/2006  

  Ron DanielManging Director, McKinsey & Company (1976 - 1988)With the exception of McKinsey & Company's modern founder Marvin Bower, Ron Daniel was McKinsey & Company's longest serving managing director.
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  Daniel: His early books and his work at GM did create the underlying conceptual framework and support for divisionalization and the delegation of authority into profit-accountable business units.
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  Daniel:Certainly, Peter played a role here among others.
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  Daniel: Peter didn't like the word "guru."
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  Daniel: Someone like Tom Peters would be the most obvious case in point.
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  Daniel: Peter approached consulting out of his profound wisdom and insight.
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  Daniel: An interesting question, to me, would be, "Could Peter Drucker have prospered inside McKinsey as a senior partner?"This is all conjecture, but my answer would be "Yes, but he would have eventually left."He could have started here and he would have found great support.And he would have found his colleagues very helpful in crystallizing, documenting, and spreading his ideas.But since he ultimately was a writer and philosopher and consulted more out of his ideas rather than his analytical ability, he likely would have found an amicable conclusion with Marvin or whoever it might have been at the time.
  
  CM: His approach to consulting ultimately would not have been a good match with McKinsey's?Daniel: He would have started when the firm was shaped around experienced people, so he would not have been unlike many others, but as the firm evolved to a more analytically driven approach to consulting, he would have likely parted company with the firm in the mid-'50s.
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  Peter really helped to pave the way to break it up," says Ron Daniel, the managing director of McKinsey & Company from 1976 to 1988.

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  Falconhead - [Cached Version]
  Published on: 3/2/2004    Last Visited: 8/26/2005  

  Ron Daniel
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  RON DANIELFormer Managing Partner, McKinsey & Company
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  Mr. Daniel is currently a Director of McKinsey & Company, Inc., having completed 12 years as the firm's Managing Partner in 1988.He has been a management consultant for nearly 45 years and has long-established relationships with the senior management of many leading corporations.His career has included work in the petroleum and chemical industries, in consumer products companies, technology-based businesses, international trading and commodity enterprises, media companies and commercial banks.For these clients, Mr. Daniel has directed a wide range of assignments with particular emphasis on issues of strategy and corporate development and on matters of top-management organization.Mr. Daniel holds a BA from Wesleyan University and an MBA from Harvard Business School.

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