1、SystemsThe way managerscollectively behavewith respect to useof time,attention,and symbolic actionsThe people in the organization,consideredin terms of corporate demographics,not individual personalitiesThe organization chart andaccompanying baggage thatshow who reports to whomand how tasks are both
2、divided up and integratedThose ideas of what is right anddesirable(in corporate and/orindividual behavior)which aretypical of the organization andcommon to most of its membersThe processes and proceduresthrough which things get donefrom day to dayA coherent setof actions aimedat gaining asustainable
3、advantage overcompetitionStrategyCapabilitiespossessed bythe organizationas a whole asdistinct from theindividuals.Somecompanies performextraordinaryfeats withordinary peopleSkillsStaffStyleSharedValuesStructureA coherent set ofactions aimed at gaininga sustainable advantageover competitionThose ide
4、as of what is rightand desirable(in corporateand/or individual behavior)which are typical of theorganization and commonto most of its membersThe organization chart andaccompanying baggage that showwho reports to whom and how tasksare both divided up and integratedThe way managerscollectively behavew
5、ith respect to useof time,attention andsymbolic actionsThe processes and proceduresthrough which things get donefrom day-to-dayThe people inthe organization,considered interms of corporatedemographics,notindividual personalitiesSkillsSharedvaluesStrategyStaffStructureSystemsCapabilitiespossessed byt
6、he organizationas a whole asdistinct fromthe individuals.Some companiesperform extraordinaryfeats with ordinary peopleStyleStyleStructureStaffStrategySystemsSkillsSharedvalues A coherent set of actions aimedat gaining a sustainable advantageover competitionThose ideas of what is rightand desirable(i
7、n corporateand/or individual behavior)which are typical of theorganization and commonto most of its membersThe organization chart andaccompanying baggage that showwho reports to whom and how tasksare both divided up and integratedThe way managers collectivelybehave with respect to use of time,attent
8、ion and symbolic actionsThe processes and proceduresthrough which things get donefrom day-to-dayThe people in theorganization,consideredin terms of corporatedemographics,notindividual personalitiesCapabilities possessed by theorganization as a whole as distinctfrom the individuals.Some companiesperf
9、orm extraordinary feats withordinary peopleCustomerClientsDistributorsCompetitorsSuppliersCompetitive positionLowMediumHighProduct/market attractivenessLowMediumHighCommitmentCapabilityConvictionCourageEnablingdevicesIndividualactivityChangevisionChiefexecutiveDown thelineExternalconstituentsLeaders
10、hipgroupsDevelopingfelt need.andvision.amplifyingchange andbuildingskills.andreinforcingchangeInstitutional-izing achangemindset 1.Preparing for change 2.Bringing about change 3.Sustainingchange Launchingchange.Profits Product line economics Dollars Number of products Contribution Fixed costs CostPr
11、iceSpreadCapacityDemandVision andLeadershipOrganizationalInfrastructurePerformancemeasurementPeopledevelopmentCommunicationsProblem solvingprocess Implementation ornear implementationof required structureand systems Flow of 2-waycommunications Peoples understanding,belief and contributionto act on v
12、ision andaction plans Accurate measurementof action and results Clear accountabilities Early wins Action plans sufficient toachieve goals Agreement on objectivesby line management Management of high-involvement process Visibledemonstrationof new vision andvalues by clientleadership Client managers(p
13、articularlymiddle management)haveskill to lead programimplementation Change in actual behavior P Delta Terminal orcontinuing value Discount at WACC Year1234 Businessentity value 100%Costs1ReconfigureRebalance23NewconfigurationExistingconfigurationReduceLogistics Service LevelNatural ownerRelative ab
14、ility to extract valueLowMediumValue-creation potential in business unitHigh Corporatecentre skills Businessunitlinkages Taxation/valuationdifferences Industry attractiveness Competitive position Restructuring/rationalizationopportunities“One of the pack”Retain andgive priorityRetain andmanage forco
15、de orliquidateRetain andgive toppriorityProbablydivestDivestDivest orliquidateLowHighLowHighEntry riskOpportunity costQuantumleap parallelprogramsCash programHybrid stepStep by stepOutside niche step100%rightLeap frogExitAcquisitionJoint ventureValuesBusiness prioritiesPeople practicesProduct and pr
16、ocessdesign and supplierpolicesManufacturing andassembly processProductNecessary support Governmentderegulation ofthe industry Licensing of 16new(mainlyforeign)banks Freeing-up of mostinterest rates Virtuallyunrestricted entryinto foreignexchange dealingAvailability of new,low-cost networkingtechnol
17、ogy ATMs Low-cost,high-speed datacommunicationslinks“Smart”plastic cardsSubstantially reducedconcentrationInflux of new“players”withdiverse methods,valuesand backgrounds,etc.Formation of strategicgroups of banks“Full-line/high-tech/maximize-share”bankers“Niche”bankersIncumbent banks stuck withhigh-c
18、ost“bricks and mortar”networks;entrants able touse electronic/plasticnetworks more intensivelyIncreased price rivalry,especially in commercialsegment and foreignexchangeIncreased focus on marketsegments(e.g.consumer,rural and commercial)through Products Outlets Staff trainingReduced marginsReduced c
19、ostsImproved serviceP R O D U C E R SExternalshocksChanges inConductCChanges inPerformancePI N D U S T R YChanges inStructureSCumulative development effortPerformanceAppraiseperformanceand prospectsDevelopstrategyDefine andappraiseskillsRedesignpivotal jobsDesign the skillbuilding processAssesschang
20、ereadinessTop downactionprogramsBottomup actionprograms12456783Service requirementsApplication economicsDistribution channelsProduct/service featuresSDFsCustomer usageEnvironmental forces3.Create andpursue a uniqueadvantageSame gameAcross the board2.Resegment themarket to createa niche4.Exploit uniq
21、ueadvantageindustrywideNew gameSelective1.Do more andbetter of thesameHow to competeWhere to competeWhen tocompeteBudgetplanningForecastbasedplanningExternallyorientatedplanningStrategicmanage-mentPredictthe futureThinkstrategicallyCreatethe futureStage 1Stage 2Stage 3Stage 4Value systemMeetbudget a
22、ndscheduleProductivityContributionTotal selling costsSelling marginContributionSalesSelling rateSalesAvailable selling timeUtilizationAvailable selling timeTotal sales timeSupport intensitySupport costsTotal selling costsEffectivenessContributionAvailable selling timeEfficiencyAvailable selling time
23、Total selling costsSupport leverageTotal sales timeSupport costsMaximizeshareholdervalueGrowthroughculturalinitiativeRedeployassetsImprove corebusinessperformanceGrow throughacquisitionand/or mergerAdopt soundfinancingapproachCorporatecenter skillsLinkagesbetweenbusinessunitsFinancialownershipfitCli
24、ents relativeability to extractvalueIndustry restructurerInternal controllerShared resourcesTransfer of capabilityVertical integrationDifferences in tax positionExistence of non-cases objectivesInefficiencies in financial marketsDifference in valuation techniqueRealPerceivedProduct offeringPlacePricePositioningpromotionProductPackageP R O D U C E R SI N D U S T R YtructureSonductCerformancePExternalshocksFeedbackP R O D U C E R SChanges inConductCChanges inPerformancePI N D U S T R YChanges inStructureS
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