McKinsey report blockchain

1.

A: the main application fields of blockchain technology are finance, Internet of things and logistics, public service, digital right, insurance and public welfare

First, in the field of finance,

blockchain has great potential application value in international exchange, letter of credit, equity registration, stock exchange and other financial fields

Second, the Internet of things and logistics

blockchain can also be naturally combined in the field of Internet of things and logistics. Through blockchain, we can rece logistics costs, trace the proction and delivery process of goods, and improve the efficiency of supply chain management

Third, in the field of public service, blockchain is closely related to people's proction and life in the fields of public management, energy and transportation. However, the centralization of these fields also brings some problems, which can be transformed by blockchain

Fourthly, in the field of digital right, through blockchain technology, works can be authenticated to prove the existence of text, video, audio and other works and ensure the authenticity and uniqueness of ownership

In the field of insurance, insurance institutions are responsible for fund collection, investment and claim settlement, and often have higher management and operation costs

Sixth, the data stored on the public welfare field

blockchain is highly reliable and tamperable, which is naturally suitable for social public welfare scenarios. The relevant information in the public welfare process, such as donation project, collection details, fund flow, recipient feedback, etc., can be stored on the blockchain, and can be made transparent and public, which is convenient for social supervision

2. Ethereum is also a proct of blockchain 2.0, which is an open intelligent contract complete solution. bitcoin is the most important application of blockchain 1.0, which completes currency and payment transactions well. But when we need to record and transfer more complex asset types, we need the third step - a more powerful scripting system - to finally achieve Turing completeness (the ability to run any currency, protocol or blockchain). Ethereum is a blockchain based project, which aims to provide a Turing complete scripting language and Turing complete platform

blockchain 1.0 mainly refers to bitcoin. Blockchain 2.0 extends to all assets, while blockchain 3.0 goes beyond currency, finance, even commerce, and all areas of our lives, including politics, social relations, ecation, medical care, etc. According to the prediction and conception of people in the instry, the era of blockchain 3.0 will be realized in the next five years. At that time, blockchain will be recognized and accepted by all the public like the Internet, thus completely subverting our lives

McKinsey has submitted a technical report on blockchain to the Federal Insurance Advisory Committee of the United States. The report calls 2009-2016 the "Dark Age" and believes that all blockchain solutions ring this period are based on bitcoin, and the new era of blockchain will begin in 2016. At that time, the application of blockchain will become unprecedented. Applying an original sentence in McKinsey report: Based on the current development speed of blockchain, we believe that blockchain solutions may realize their full potential in the next five years.

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4. This is not the case. In general office software, only excel can form data icons. If the whole report is displayed in PPT or PDF, it cannot be automatically generated

other big information companies, such as McKinsey, Roland Berger, Accenture, Bilbo, Deloitte and so on, usually have ppt reports. They have special ppt templates. Top consulting companies should proce beautiful reports that we can't do in the enterprise. Only in this way can we show the level of others

besides, the icon is only the image display of relevant data, and the beautiful image is more important than the accurate response data.

5. Oil token refers to the oil information equity certification technology based on blockchain technology. According to Reuters, oil is the commodity with the largest trading volume in the world. The annual oil trading volume is about 14 trillion US dollars, almost equivalent to China's total GDP in 2017. China surpassed the United States as the world's largest crude oil importer in 2017. Many energy companies have begun to study blockchain technology to optimize the operation process and rece costs. Oil token will become the first P2P trading system of energy procts based on blockchain technology
in Asia, the population density is relatively high, and the demand for gasoline and other fuel oil has declined for a long time e to the decrease of population and the improvement of fuel efficiency of transportation equipment. In addition, e to the "oil reform" of the United States and the slowdown of global economic growth, there is a global oversupply of crude oil. In addition, e to the problem of carbon dioxide emissions in the use of primary energy compensation, nuclear energy, geothermal energy, solar energy and other new energy has attracted much attention. Due to the above reasons, it is predicted that oil demand will continue to decline, and governments are formulating policies to establish a supply system to optimize the balance of oil supply and demand. Based on these conditions, oil dealers are experiencing a lot of restrictions and integration of facilities, as well as rationalization of logistics
more and more people believe that blockchain will lead energy trade into a new era. McKinsey, a well-known global consulting company, pointed out in a report that blockchain is the core technology with the most potential to trigger the fifth round of disruptive revolution after steam engine, power, information and Internet technology. For a widely distributed, complex and huge instry such as oil and gas, the golden age of blockchain technology is coming
the hematopoietic function of oil token is much higher than that of the traditional energy instry. With the application of blockchain technology, oil trading can achieve the maximum effective control of costs, and then improve revenue. In addition, profit from price difference in the global crude oil market is also one of the main means of making blood in the oil pass. Oil is the commodity with the largest trading volume in the world, with an annual oil trading volume value of about 14 trillion US dollars, almost equivalent to China's total GDP in 2017
because of the direct impact on their profits, it is very important and urgent for logistics companies to rece fuel costs. Oil pass is a digital technology that creates new profit opportunities by matching the needs of these two things with each other. Specifically, gasoline can be purchased more cheaply in cash, and can be sold directly to transportation companies without the need for an intermediary agent to make a lot of profits. Part of the operating profit will be distributed to investors
it sounds tall, but in fact it's a lie. Pie falls from the sky

6. Overview of McKinsey & lt; From & gt; Network

McKinsey is a world-class leading global management consulting company. Since its establishment in 1926, the company's mission is to help leading enterprises achieve significant and lasting business performance improvement, and create excellent organizations that can attract, cultivate and motivate outstanding talents

McKinsey adopts the "company in one" partnership system, with more than 80 branches in 44 countries and more than 7000 consultants. McKinsey's Greater China branch consists of four branches in Beijing, Hong Kong, Shanghai and Taipei, with more than 40 directors and 250 consultants. In the past decade, McKinsey has completed more than 800 projects in Greater China, involving the company's overall and business unit strategy, corporate finance, marketing / sales and channels, organizational structure, manufacturing / Procurement / supply chain, technology, proct development and other fields

McKinsey's experience is that the key is to find the leaders of enterprises who can recognize that the company must constantly change to adapt to the changing environment, and are willing to accept external suggestions, which can help them decide what kind of change to make and how to change. Companies in many foreign instries have known for a long time that they can not be at the world advanced level in all the fields they are involved in, so it is unnecessary to have experts who will be used only by chance

McKinsey's history

McKinsey's consulting company has not been smooth sailing in its long development process. During this period, it has been under the competitive pressure from other powerful competitors in the instry, such as Boston Consulting Company. However, through effective knowledge management and excellent learning mechanism, McKinsey cultivates its core competitiveness, keeps pace with the times, and is invincible in the face of pressure and challenge< In 1926, Professor James McKinsey of the University of Chicago founded McKinsey consulting company. Subsequently, the accounting and management consulting company named after him developed rapidly. By the 1930s, McKinsey had graally shaped its corporate image into a "corporate doctor" with "elites". It described McKinsey's long-term plan as a consulting company dedicated to solving major management problems of enterprises, gathering the best young people, scrupulously abiding by strict ethical standards, with the highest professional standards and the most outstanding technology, To provide customers with first-class service, and constantly improve the company's position in the instry

in the next 10 years, McKinsey will pass on the company's concept to every partner and colleague, and organize its branches around the company into a close cooperative whole, breaking the geographical division within the company, emphasizing that all employees, no matter where they are, are working for the whole company; And every customer, no matter which branch provides services to them, the whole company must be responsible for them; Profits are distributed in the whole company, rather than being borne by the branches all over the country, so as to ensure the unity of the company and enhance the cohesion of the company< In the 1950s, McKinsey achieved rapid development and became the leading consulting company in the U.S. and was well prepared for its expansion in the international market in the 1960s. By the end of the 1960s, McKinsey had become a large consulting company with a high reputation in Europe and North America<

difficulties and challenges encountered in the development process of the company

10 years of crisis

since the early 1970s, McKinsey has been in trouble e to the changes in internal and external environment. In the past 10 years, there have been many factors that are not concive to the development of the company both in the external environment and inside the company. For example, the oil crisis in the early 1970s led to the economic recession in Europe and the United States, which also brought about a sharp decrease in the company's business volume; The management of customers is becoming more and more complicated; Boston Consulting and other new competitors continue to compete for McKinsey's customers from its locked market segments, and so on. Many internal and external problems make McKinsey's self-confidence and satisfaction disappear overnight. Instead, it is self blame, self doubt and denial

at this time, McKinsey's senior leaders realized that the economic recession in Europe and North America is not just a cyclical economic crisis. It is useless to place negative hopes on economic recovery. They must take the initiative to get rid of the impact of the recession on the company's business. In such a situation, McKinsey convened the most elite consulting experts in the company to form a special research committee to analyze the macroeconomic problems at that time and the company's way out. In April 1971, the committee that studies the company's goals and missions pointed out in an analysis report that McKinsey's current predicament is largely e to the company's rapid development in the early stage. They believe that in the previous stage, the company's geographical expansion was too fast, and constantly expanded new business areas, which made the company have no time to improve its business level, resulting in the company's lack of development potential. The report also points out that McKinsey used to accept too many routine consulting services and waste time on many trivial tasks, so it is difficult to learn more new experience and skills from each new customer; Lack of difficult consulting tasks to improve the level and strength of the company< In addition, the report also points out that McKinsey's professional structure is not reasonable. Although the vast majority of consultants are very effective problem solvers, most of them are only generalists; In the process of solving practical problems, customers often need very professional knowledge in this field, but there is a shortage of "expert" consulting companies that can adapt to this demand and have in-depth, comprehensive and specific professional knowledge in some specific fields. This leads to the company's lack of pertinence in solving customer problems in specific areas, and it is difficult to put forward in-depth and highly professional research and analysis and consulting programs. This defect points out the adjustment direction for McKinsey's talent reserve and development. The company has begun to attract some experts with specific instry background knowledge to form a "t" talent structure with generalist consulting experts<

the competition with Boston Consulting Company has stimulated the change of the company's business mode

in the nine years since the report on the company's goals and strategic adjustment direction was put forward, a total of five company leaders have worked hard to achieve the goals put forward in the report. During this period, the competition between McKinsey and Boston's two consulting companies has become increasingly fierce. There is a big difference between the two ways of operation: McKinsey relies on its local offices or branches to develop good customer relationships to expand its business. Usually, the consulting service for this business is also completed locally. Boston Consulting Company, on the other hand, has set up a highly centralized intellectual resource center in its headquarters, and is committed to becoming the founder of many representative advanced concepts and technologies in the consulting instry and the "thought leader" in this instry. Under the guidance of this concept, BCG has developed some simple but effective consulting and analysis tools, such as the famous experience curve; The growth share matrix analysis model is Boston matrix. The wide application of these analysis tools in practice has greatly improved the reputation of BCG. In addition, BCG has firmly occupied the market segment of strategic management consulting. These effective strategies make Boston company gain the upper hand in the competition with McKinsey. McKinsey's customers and employees are constantly losing, and they have joined Boston company< The failure of competition makes McKinsey's senior leaders realize that the company's original business model can no longer meet the development trend and competition requirements of the consulting instry, and the adjustment of the company's strategy and organizational structure is imperative. McKinsey first carried out the reform of its branch in New York, and after the success of the pilot, it quickly promoted the reform plan throughout the company. The main reform measure is to implement the instry classification division system for customers in different instries on the basis of the original branches established by regions, so as to make up for McKinsey's weakness in professional knowledge and strengthen the analysis of instry background. The sectors by instry include daily consumer goods, instrial procts, banking and insurance. This reform changed the company's original mode of solving customers' specific problems to a proct (service) driven mode, weakened the close ties between local branches and customers under the original zoning system, and thus met with criticism and opposition from former leaders within the company. However, under the firm promotion of the current leaders of the company, the division system based on instry division was successfully implemented, and their respective customer bases were rapidly developed< At the same time, the company pays more attention to the management of functional experts. In terms of management functions, strategy formulation, organizational planning and policy implementation all require flexible knowledge and experience. McKinsey strengthens the training of experts in this field and forms a special team of experts in each field. McKinsey takes two crucial areas strategy and organization as the strategic focus of the company's business development, and has appointed leading experts in this field to take charge of its development. After a series of reforms and adjustments, McKinsey finally got out of the trough in the early 1980s and began to revive and prosper again< Since 1980, McKinsey has taken the learning and accumulation of knowledge as an important task to gain and maintain competitive advantage, creating an environment of equal competition and stimulating wisdom in the company. After successfully overcoming the initial boycott from within the company; A new core concept has finally taken root in the company, which is: the accumulation and improvement of knowledge must become the central task of the company; The learning process of knowledge must be continuous rather than temporary work associated with specific consulting projects; Continuous learning process must be guaranteed and standardized by perfect and strict system. After the company fixed the continuous all staff learning task as a system, it graally became a good tradition of McKinsey, which laid a solid foundation for strengthening the company's knowledge reserve and enhancing the company's core competitiveness

the effective learning mechanism has brought two benefits to McKinsey: first, it helps to develop a group of consulting experts with good knowledge and experience; The other is to constantly enrich and update the company's knowledge and information resources to provide convenient conditions for future work and adapt to the rapid changes of the external environment. McKinsey has not only established a scientific system to promote learning, but also guaranteed it through a special organization: select a number of experts who have made outstanding contributions in various fields from the company as the person in charge of promoting learning mechanism in each department, and they will be responsible for learning from the company

7.

The company's mission is to help leading enterprises achieve significant and lasting business performance improvement, and build excellent organizations that can attract, cultivate and motivate outstanding talents

McKinsey adopts the "one company" partnership system, with more than 80 branches in 44 countries and more than 7000 consultants. McKinsey's Greater China branch consists of four branches in Beijing, Hong Kong, Shanghai and Taipei, with more than 40 directors and 250 consultants

In the past decade, McKinsey has completed more than 800 projects in Greater China, involving the company's overall and business unit strategy, corporate finance, marketing / sales and channels, organizational structure, manufacturing / Procurement / supply chain, technology, proct development and other fields

business: design and formulate integrated solutions, strategic development, operation and organizational structure for customers, especially for enterprises

extended information:

Company Culture

Customer Service: maintain professional level; Serve the senior leaders; Help customers to establish business efficiency; Save customers' resources

Company Building: global integration; Choosing the best person; Sincerely love one's own people; Cultivate an open and non hierarchical working atmosphere; Manage the company's resources effectively

to be a professional: to serve customers; The pursuit of quality is endless; Develop scientific management skills; Establish team spirit; Self management and self-discipline; It's your responsibility to raise an objection

do what you have the ability and experience to do, and some projects would rather be done by more professional small companies

8.

In the report, McKinsey also mentioned the changes in battery costs in the past 10 years and said that there is still room for further rection in costs. In other words, with the further rection of battery costs, pure electric vehicles will become more competitive. In 2008, the cost per kilowatt hour was about $1600. By 2019, the cost has dropped to between $100 and $200. Previously, it was reported that Tesla's battery cost was less than $100, but it has not been officially confirmed

McKinsey also concted a study on electric car owners. Compared with fuel owners, electric car owners are as follows:

1, 5 years younger on average

2, higher proportion of urban residents

3, 32% longer commuting time

4, 30% more money making

5, 6 times more likely to buy a car online recently than gasoline owners

6, Although only 12% of people commute more than 25 miles (40 kilometers) a day, they still worry about the range

car electrification is irreversible. Buy it early and enjoy it early. Only by embracing the future can we have a future

this article comes from the author of car home, which does not represent the standpoint of car home