麦肯锡模板-绝对经典啊(全)课件.ppt

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2、stemsStaffShared valuesStructureStyle7SUnit of measure*FootnoteSource:Source5ARROW 3DUnit of measure*FootnoteSource:Source6CUBES1 3DUnit of measure*FootnoteSource:Source7CUBES2 3DUnit of measure*FootnoteSource:Source8CUBES3 3DUnit of measure*FootnoteSource:Source9TextTextTextTextCUTOUT 3DUnit of mea

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20、xtUnit of measure*FootnoteSource:Source87STEP 5TextTextTextTextTextUnit of measure*FootnoteSource:Source88TextTextTextText2 ON 1Unit of measure*FootnoteSource:Source89TextTextTextTextTextTextAGAINSTUnit of measure*FootnoteSource:Source90TextTextTextTextTextAT WORKUnit of measure*FootnoteSource:Sourc

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23、ure*FootnoteSource:Source101The way managerscollectively behave with respect to useof time,attention,and symbolic actions The people in the organization,consideredin terms of corporate demographics,not individual personalitiesThe organization chart and accompanying baggage that show who reports to w

24、hom 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 setof a

25、ctions aimedat gaining asustainableadvantage over competition Capabilitiespossessed bythe organizationas a whole asdistinct from theindividuals.Some companies perform extraordinaryfeats withordinary peopleStaffSystemsStyleSharedValuesStructureSkillsStrategy2S-5SUnit of measure*FootnoteSource:Source1

26、02CustomerClientsDistributorsCompetitorsSuppliers3CS TRIANGLEUnit of measure*FootnoteSource:Source103SkillsSharedvaluesStrategyStaffStructureSystemsStyleA coherent set ofactions aimed at gaining a sustainable advantageover competition The organization chart andaccompanying baggage that showwho repor

27、ts to whom and how 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

28、 things get donefrom 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 extraordinaryf

29、eats with ordinary people3S-4SUnit of measure*FootnoteSource:Source104StyleStructureStaffStrategySystemsSkillsShared 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 individ

30、uals.Some companies perform 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

31、 organization chart and accompanying baggage that showwho reports to whom and how tasks are both divided up and integratedThe people in theorganization,considered in terms of corporate demographics,notindividual personalitiesA coherent set of actions aimed at gaining a sustainable advantage over com

32、petition7SUnit of measure*FootnoteSource:Source105Competitive positionLowMediumHighProduct/market attractivenessLowMediumHighBUSS PORTFOLIOUnit of measure*FootnoteSource:Source106Change visionChief ExecutiveLeadership groupsDown the lineExternal constitutionCommitmentConvictionCourageCapabilityIndiv

33、idual activityEnabling devicesCHANGE BOARDUnit of measure*FootnoteSource:Source107 Delta P Vision andLeadershipOrganizationalInfrastructurePerformanceMeasurementPeopleDevelopmentCommunicationsProblem SolvingProcessClient managers(particularly middle management)haveskill to lead programimplementation

34、Change in actual behaviorAction plans sufficient to achieve goalsAgreement 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 vis

35、ion and action plansAccurate measurementof action and resultsClear accountabilitiesEarly winsVisible demonstrationof new vision andvalues by clientleadershipDELTA PUnit of measure*FootnoteSource:Source108Natural owner Relative ability to extract value Low Medium Value-creation potential in business

36、unit High Corporatecenter skillsBusiness unit linkagesTaxation/valuationdifferences Industry attractivenessCompetitive positionRestructuring/rationalization opportunities“One of the pack”Retain andgive toppriorityRetain andgive priorityRetain andmanage forcode orliquidate Probablydivest DivestDivest

37、 orliquidate MACSUnit of measure*FootnoteSource:Source109Business StrategyManufacturing StrategyConfigurationSystemsResearchFocusLaborPolicyProductDesignMakevs.BuyOrganizationProcessDesignMANUFACTURING STRATEGYUnit of measure*FootnoteSource:Source110Restructuring framework 1 5 4 3 2 PENTAGONUnit of

38、measure*FootnoteSource:Source111Benefit Price Competitivedisadvantage Competitiveadvantage PRICE BENEFITUnit of measure*FootnoteSource:Source112Appraise performanceand prospects Developstrategy Redesignpivotal jobs Design the skillbuilding process Assess changereadiness Top downaction programs Botto

39、m up action programs 1 2 4 5 6 7 8 3 SMILE CHARTUnit of measure*FootnoteSource:Source1133.Create andpursue a uniqueadvantage 2.Resegment the market to create a niche4.Exploit uniqueadvantageindustrywide 1.Do more andbetter of thesameWhen tocompete STRAT GAMEBOARDUnit of measure*FootnoteSource:Source

40、114Stage 1 Stage 2 Stage 3 Stage 4 Value system Strategic manage-mentExternally orientated planningForecast based planningBudget planningMeet budget and schedulePredict the futureThink strategicallyCreate the futureSTRAT MANAGEUnit of measure*FootnoteSource:Source115Selling margin ContributionSalesS

41、elling rateSalesAvailable selling time EffectivenessContribution Available selling time Productivity ContributionTotal selling costsEfficiencyAvailable selling timeTotal selling costsUtilizationAvailable selling timeTotal sales time Support intensitySupport costsTotal selling costsSupport leverageTo

42、tal sales timeSupport costsTREE PRODUCTIVITYUnit of measure*FootnoteSource:Source116MaximizeshareholdervalueGrowthroughculturalinitiativeRedeployassetsImprove corebusinessperformanceGrow throughacquisitionand/or mergerAdopt soundfinancingapproachVALUE CREATIONUnit of measure*FootnoteSource:Source117

43、Real Perceived Clients relative ability to extract valueCorporate center skillsLinkages between business unitsFinancial ownership fitIndustry restructureInternal controllerShared resourcesTransfer of capabilityVertical integrationDifferences in tax positionExistence of non-cases objectivesInefficien

44、cies in financial marketsDifference in valuation techniqueVALUE SOURCESUnit of measure*FootnoteSource:Source118GANTT10HeaderTextUnit of measure*FootnoteSource:Source119GANTT15HeaderText#Unit of measure*FootnoteSource:Source120TextTextVENN 2Unit of measure*FootnoteSource:Source121TextTextTextVENN 3Un

45、it of measure*FootnoteSource:SourceCONFIDENTIALFrequently Used Template Data DrivenTemplate June 2002 This report is solely for the use of client personnel.No part of it may be circulated,quoted,or reproduced for distribution outside the client organization without prior written approval from McKins

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