In the realm of towering ideas leadership acceleration stands a story or two above the rest. It's a notion capable of advancing not one company or one nation, but the world, and its origins can be traced not to a classroom, laboratory or business bestseller, but a handful of consultants from McKinsey & Company.
Consulting Magazine | May 02, 2006
In the realm of towering ideas leadership acceleration stands a story or two above the rest. It's a notion capable of advancing not one company or one nation, but the world, and its origins can be traced not to a classroom, laboratory or business bestseller, but a handful of consultants from McKinsey & Company.
One of those consultants is McKinsey partner David Fine, who is today described as the core leader of the firm's capability-building practices. However, Fine's contribution to the firm is hardly revealed by his title. Having been among the core group of consultants who opened the firm's Johannesburg office in 1995, Fine is recognized as one of the authors of what the Johannesburg office calls its African Manifesto. More a pledge perhaps than a legal document, the Manifesto embraces the goal of helping talented black South Africans develop as leaders. For its part, the South African government has mandated a timetable for the ascension of black managers to leadership positions as part of a wave of post-apartheid reforms.
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