Under New Management - Chapter 9 - write the Org Chart in Pencil

Oct 13, 2026

write the Org Chart in PenCil 第9章围绕组织结构的应对变化展开，主张以铅笔而非墨线来绘制组织图，让团队围绕真实问题与产品自然成形。文本以Eden McCallum为例，解释其咨询模式与传统路径的差异：通过人才池与网络化结构，将合伙人职责分为客户开发与项目交付，并说明其招聘筛选机制与顾问选择权如何形成竞争优势。

LanguageEnglish

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Pages17

Reading Time6 min

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write the Org Chart in PenCil

组织结构需要能够适应变化

Eden McCallum 的非传统咨询与组织设计

人才池、合伙人分工与招聘机制

客户参与方式与团队组建逻辑

9 write the Org Chart in PenCil Constructing rigid hierarchies and enforcing them through a fixed structure may have worked in older industries like the railroad industry, but the nature of work today demands an organizational chart that can handle change. the best leaders write their organizational chart in pencil, allowing the best teams to form around problems and products, instead of drawing lines and boxes in ink. Eden McCallum is a consulting firm with no consultants and no proprietary methodologies or tools. Founded in 2000, just as the dot-com bubble was bursting, Eden McCallum operates on a wholly different model than the big three (McKinsey, Boston Consulting Group, and Bain) . Traditionally, consulting firms have recruited freshly minted MBAs from elite universities across the globe. These junior consultants are then placed in an office and funneled into client projects that were acquired by the senior partners (who often go“missing in action” shortly after signing up the client). The junior WrIte tHe Org CHArt IN PeNCIL ■ 133 consultants put in grueling hours for several years before moving on to new career opportunities or (hopefully) making partner. Partners themselves spend less and less time on client projects as they move up the organizational chart and more and more time recruiting new clients. Very few of these elements appear in Eden McCallum’s organizational design, and that just might be its strongest competitive advantage. Eden McCallum was founded by two partners, Liann Eden and Dena McCallum, both of whom were former consultants at McKinsey & Company.1 They met in 1991 while each was studying for an MBA at INSEAD, but went their separate ways—Eden joined Unilever and moved to London and McCallum became a consultant at McKinsey in her hometown of Toronto. Just four years later, the two were reunited when they started working as consultants for McKinsey’s London office. The two were separated again when McCallum joined Condé Nast as the director of strategy and planning. Shortly afterward, Eden also left McKinsey, this time owing to the birth of her first child—and the birth of the duo’s new business. Around the time that the dot-com bubble was reaching its peak, both Eden and McCallum had noticed a growing trend among consultants. Many of the people who left the world of consulting for executive positions found that they missed the culture of professional services, but they sure didn’t miss the intense pressure that came with being a part of those firms. Others had jumped ship during the bubble to wade into the waters of entrepreneurship, but were washed ashore when the economy stopped raging.2 In addition, as many of the former consultant class grew up in the ranks of the companies for which they had once consulted, the need for those organizations to retain the expense of a top-level consulting firm diminished. The companies still needed consul- 134 ■ UNder NeW MANAgeMeNt tants for certain projects, just not as often and not a small army of consultants. “It was this coming together of clients who said: ‘I really want a different way of working and engaging with strategy issues,’ ”Liann Eden explained.“And then a group of current and former consultants saying, ‘I really want a different way of working, because I have some issues with the traditional consulting firm.’”3 Eden and McCallum knew there was potential for an alternative to consulting as usual. That alternative took the form of a new kind of organizational chart—one built without organizational lines, boxes, or hierarchy. Instead, it was built around the concept of a network and split the traditional consulting partner role into two roles: client development and project delivery. Eden McCallum, as a firm, was designed with a center core of traditional employees whom they called partners. But these partners weren’t expected to work on projects: instead, they were responsible for developing and scoping work with clien

FAQs

为什么要把组织图用铅笔写，而不是用墨水画？

文本认为，过于僵化的层级在当代难以应对变化。用铅笔意味着结构可调整，让团队更可能围绕具体问题与产品形成。

Eden McCallum 的组织设计与传统咨询有什么不同？

它采用不依赖组织线条、方框或层级的网络化方式，并将传统合伙人角色拆分为客户开发与项目交付两种职能。

Eden McCallum 如何从人才池中组建项目团队？

新客户加入时，早期会先由公司推荐人选供客户选择；随着公司发展，更多客户转而信任公司由其决定团队成员。顾问的专业与偏好会以数据库搜索条件形式供合伙人组队使用。

Oct 13, 2026

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