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 andac panying baggage thatshow who reports to whomand how tasks are bothdi
2、vided up and integratedThose ideas of what is right anddesirable(in corporate and/orindividual behavior)which aretypical of the organization and mon to most of its membersThe processes and proceduresthrough which things get donefrom day to dayA coherent setof actions aimedat gaining asustainableadva
3、ntage over petitionStrategyCapabilitiespossessed bythe organizationas a whole asdistinct from theindividuals.Some panies performe traordinaryfeats withordinary peopleSkillsStaffStyleSharedValuesStructureA coherent set ofactions aimed at gaininga sustainable advantageover petitionThose ideas of what
4、is rightand desirable(in corporateand/or individual behavior)which are typical of theorganization and monto most of its membersThe organization chart andac panying baggage that showwho reports to whom and how tasksare both divided up and integratedThe way managerscollectively behavewith respect to u
5、seof time,attention andsymbolic actionsThe processes and proceduresthrough which things get donefrom day-to-dayThe people inthe organization,considered interms of corporatedemographics,notindividual personalitiesSkillsSharedvaluesStrategyStaffStructureSystemsCapabilitiespossessed bythe organizationa
6、s a whole asdistinct fromthe individuals.Some paniesperform e traordinaryfeats with ordinary peopleStyleStyleStructureStaffStrategySystemsSkillsSharedvalues A coherent set of actions aimedat gaining a sustainable advantageover petitionThose ideas of what is rightand desirable(in corporateand/or indi
7、vidual behavior)which are typical of theorganization and monto most of its membersThe organization chart andac panying baggage that showwho reports to whom and how tasksare both divided up and integratedThe way managers collectivelybehave with respect to use of time,attention and symbolic actionsThe
8、 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 paniesperform e traordinary feats withor
9、dinary peopleCustomerClientsDistributorsCompetitorsSuppliersCompetitive positionLowMediumHighProduct/market attractivenessLowMediumHigh mitmentCapabilityConvictionCourageEnablingdevicesIndividualactivityChangevisionChiefe ecutiveDown thelineE ternalconstituentsLeadershipgroupsDevelopingfelt need.and
10、vision.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 CostPriceSpreadCapacityDemandVision an
11、dLeadershipOrganizationalInfrastructurePerformancemeasurementPeopledevelopment municationsProblem solvingprocess Implementation ornear implementationof required structureand systems Flow of 2-way munications Peoples understanding,belief and contributionto act on vision andaction plans Accurate measu
12、rementof 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(particularlymiddle management)haveski
13、ll to lead programimplementation Change in actual behavior P Delta Terminal orcontinuing value Discount at WACC Year1234 Businessentity value 100%Costs1ReconfigureRebalance23NewconfigurationExistingconfigurationReduceLogistics Service LevelNatural ownerRelative ability to extract valueLowMediumValue
14、-creation potential in business unitHigh Corporatecentre skills Businessunitlinkages Taxation/valuationdifferences Industry attractiveness Competitive position Restructuring/rationalizationopportunities“One of the pack”Retain andgive priorityRetain andmanage forcode orliquidateRetain andgive topprio
15、rityProbablydivestDivestDivest orliquidateLowHighLowHighEntry riskOpportunity costQuantumleap parallelprogramsCash programHybrid stepStep by stepOutside niche step100%rightLeap frogExitAcquisitionJoint ventureValuesBusiness prioritiesPeople practicesProduct and processdesign and supplierpolicesManuf
16、acturing andassembly processProductNecessary support Governmentderegulation ofthe industry Licensing of 16new(mainlyforeign)banks Freeing-up of mostinterest rates Virtuallyunrestricted entryinto foreigne change dealingAvailability of new,low-cost networkingtechnology ATMs Low-cost,high-speed data mu
17、nicationslinks“Smart”plastic cardsSubstantially reducedconcentrationInflu of new“players”withdiverse methods,valuesand backgrounds,etc.Formation of strategicgroups of banks“Full-line/high-tech/ma imize-share”bankers“Niche”bankersIncumbent banks stuck withhigh-cost“bricks and mortar”networks;entrants
18、 able touse electronic/plasticnetworks more intensivelyIncreased price rivalry,especially in mercialsegment and foreigne changeIncreased focus on marketsegments(e.g.consumer,rural and mercial)through Products Outlets Staff trainingReduced marginsReduced costsImproved serviceP R O D U C E R SE ternal
19、shocksChanges inConductCChanges inPerformancePI N D U S T R YChanges inStructureSCumulative development effortPerformanceAppraiseperformanceand prospectsDevelopstrategyDefine andappraiseskillsRedesignpivotal jobsDesign the skillbuilding processAssesschangereadinessTop downactionprogramsBottomup acti
20、onprograms12456783Service requirementsApplication economicsDistribution channelsProduct/service featuresSDFsCustomer usageEnvironmental forces3.Create andpursue a uniqueadvantageSame gameAcross the board2.Resegment themarket to createa niche4.Exploit uniqueadvantageindustrywideNew gameSelective1.Do
21、more andbetter of thesameHow to competeWhere to competeWhen tocompeteBudgetplanningForecastbasedplanningExternallyorientatedplanningStrategicmanage-mentPredictthe futureThinkstrategicallyCreatethe futureStage 1Stage 2Stage 3Stage 4Value systemMeetbudget andscheduleProductivityContributionTotal selli
22、ng costsSelling marginContributionSalesSelling rateSalesAvailable selling timeUtilizationAvailable selling timeTotal sales timeSupport intensitySupport costsTotal selling costsEffectivenessContributionAvailable selling timeEfficiencyAvailable selling timeTotal selling costsSupport leverageTotal sale
23、s timeSupport costsMaximizeshareholdervalueGrowthroughculturalinitiativeRedeployassetsImprove corebusinessperformanceGrow throughacquisitionand/or mergerAdopt soundfinancingapproachCorporatecenter skillsLinkagesbetweenbusinessunitsFinancialownershipfitClients relativeability to extractvalueIndustry
24、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 YtructureSonductCerformancePE ternalshocksFeedbackP R O D U C E R SChanges inConductCChanges inPerformancePI N D U S T R YChanges inStructureS
