咨询图形样板库素材模板.ppt

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20、rts to whom and how tasks are both divided up and integrated Those ideas of what is right and desirable(in corporate and/or individual behavior)which are typical of the organization and common to most of its members The processes and procedures through which things get donefrom day to day A coherent

21、 setof actions aimedat gaining asustainableadvantage over competition Capabilitiespossessed bythe organizationas a whole asdistinct from theindividuals.Some companies perform extraordinaryfeats withordinary peopleStaffSystemsStyleSharedValuesStructureSkillsStrategy2S-5S0000P1EYYMMDD.CHARGEXXXPR101Cu

22、stomerClientsDistributorsCompetitorsSuppliers3Cs TRIANGLE0000P1EYYMMDD.CHARGEXXXPR102SkillsSharedvaluesStrategyStaffStructureSystemsStyleA coherent set ofactions aimed at gaining a sustainable advantageover competition The organization chart andaccompanying baggage that showwho reports to whom and h

23、ow tasks are both divided up and integrated The people in the organization,considered interms of corporatedemographics,notindividual personalities The way managers collectively behave with respect to use of time,attention and symbolic actions The processes and proceduresthrough which things get done

24、from day-to-dayThose ideas of what is rightand desirable(in corporateand/or individual behavior)which are typical of theorganization and commonto most of its members Capabilitiespossessed bythe organizationas a whole asdistinct fromthe individuals.Some companiesperform extraordinaryfeats with ordina

25、ry people3S-4S0000P1EYYMMDD.CHARGEXXXPR103StyleStructureStaffStrategySystemsSkillsShared valuesThe way managers collectively behave with respect to use of time,attention and symbolic actionsCapabilities possessed by the organization as a whole as distinct from the individuals.Some companies perform

26、extraordinary feats with ordinary peopleThose ideas of what is right and desirable(in corporate and/or individual behavior)which are typical of theorganization and commonto most of its membersThe processes and and procedures through which things get donefrom day-to-dayThe organization chart and acco

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28、GEXXXPR104Competitive positionLowMediumHighProduct/market attractivenessLowMediumHighBUSS PORTFOLIO0000P1EYYMMDD.CHARGEXXXPR105Change visionChief ExecutiveLeadership groupsDown the lineExternal constitutionCommitmentConvictionCourageCapabilityIndividual activityEnabling devicesCHANGE BOARD0000P1EYYM

29、MDD.CHARGEXXXPR106 Delta P Vision andLeadershipOrganizationalInfrastructurePerformanceMeasurementPeopleDevelopmentCommunicationsProblem SolvingProcessClient managers(particularly middle management)haveskill to lead programimplementationChange in actual behaviorAction plans sufficient to achieve goal

30、sAgreement on objectives by line managementManagement of high-involvement processImplementation ornear implementationof required structureand systemsFlow of 2-way communicationsPeoples understanding,belief and contribution to act on vision and action plansAccurate measurementof action and resultsCle

31、ar accountabilitiesEarly winsVisible demonstrationof new vision andvalues by clientleadershipDELTA P0000P1EYYMMDD.CHARGEXXXPR107Natural owner Relative ability to extract value Low Medium Value-creation potential in business unit High Corporatecenter skillsBusiness unit linkagesTaxation/valuationdiff

32、erences Industry attractivenessCompetitive positionRestructuring/rationalization opportunities“One of the pack”Retain andgive toppriorityRetain andgive priorityRetain andmanage forcode orliquidate Probablydivest DivestDivest orliquidate MACS0000P1EYYMMDD.CHARGEXXXPR108Business StrategyManufacturing

33、StrategyConfigurationSystemsResearchFocusLaborPolicyProductDesignMakevs.BuyOrganizationProcessDesignMANUFACTURING STRATEGY0000P1EYYMMDD.CHARGEXXXPR109Restructuring framework 1 5 4 3 2 PENTAGON0000P1EYYMMDD.CHARGEXXXPR110Benefit Price Competitivedisadvantage Competitiveadvantage PRICE BENEFIT0000P1EY

34、YMMDD.CHARGEXXXPR111Appraise performanceand prospects Developstrategy Redesignpivotal jobs Design the skillbuilding process Assess changereadiness Top downaction programs Bottom up action programs 1 2 4 5 6 7 8 3 SMILE CHART0000P1EYYMMDD.CHARGEXXXPR112Real Perceived Clients relative ability to extra

35、ct valueCorporate center skillsLinkages between business unitsFinancial ownership fitIndustry restructureInternal controllerShared resourcesTransfer of capabilityVertical integrationDifferences in tax positionExistence of non-cases objectivesInefficiencies in financial marketsDifference in valuation

36、 techniqueVALUE SOURCES0000P1EYYMMDD.CHARGEXXXPR1133.Create andpursue a uniqueadvantage 2.Resegment the market to create a niche4.Exploit uniqueadvantageindustrywide 1.Do more andbetter of thesameWhen tocompete STRAT GAMEBOARD0000P1EYYMMDD.CHARGEXXXPR114Stage 1 Stage 2 Stage 3 Stage 4 Value system S

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38、ion Available selling time Productivity ContributionTotal selling costsEfficiencyAvailable selling timeTotal selling costsUtilizationAvailable selling timeTotal sales time Support intensitySupport costsTotal selling costsSupport leverageTotal sales timeSupport costsTREE PRODUCTIVITY0000P1EYYMMDD.CHA

39、RGEXXXPR116MaximizeshareholdervalueGrowthroughculturalinitiativeRedeployassetsImprove corebusinessperformanceGrow throughacquisitionand/or mergerAdopt soundfinancingapproachVALUE CREATION0000P1EYYMMDD.CHARGEXXXPR117GANTT10HeaderText0000P1EYYMMDD.CHARGEXXXPR118GANTT15HeaderText#0000P1EYYMMDD.CHARGEXX

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50、YYMMDD.CHARGEXXXPR165McKINSEY LOGO0000P1EYYMMDD.CHARGEXXXPR166MOONSVery attractiveAverageVery unattractiveVery attractiveAverageVery unattractive0000P1EYYMMDD.CHARGEXXXPR167ARROWS0000P1EYYMMDD.CHARGEXXXPR168MISC0000P1EYYMMDD.CHARGEXXXPR169DISCLAIMERS CLIENTThis report is solely for the use of client