最新麦肯锡实用图表模板-308页.ppt

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23、xtTextUP&DOWNUnit of measure*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 t

24、hat show who reports 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

25、to day A coherent setof actions aimedat gaining asustainableadvantage over competition Capabilitiespossessed bythe organizationas a whole asdistinct from theindividuals.Some companies perform extraordinaryfeats withordinary peopleStaffSystemsStyleSharedValuesStructureSkillsStrategy2S-5SUnit of measu

26、re*FootnoteSource:Source102CustomerClientsDistributorsCompetitorsSuppliers3CS TRIANGLEUnit of measure*FootnoteSource:Source103SkillsSharedvaluesStrategyStaffStructureSystemsStyleA coherent set ofactions aimed at gaining a sustainable advantageover competition The organization chart andaccompanying b

27、aggage that showwho reports 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 an

28、d proceduresthrough which 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 compan

29、iesperform extraordinaryfeats 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

30、distinct from the individuals.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 g

31、et donefrom day-to-dayThe 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 susta

32、inable advantage over competition7SUnit of measure*FootnoteSource:Source105Competitive positionLowMediumHighProduct/market attractivenessLowMediumHighBUSS PORTFOLIOUnit of measure*FootnoteSource:Source106Change visionChief ExecutiveLeadership groupsDown the lineExternal constitutionCommitmentConvict

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

34、ead programimplementationChange 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 c

35、ontribution to act on vision 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-creati

36、on potential in business unit High Corporatecenter skillsBusiness unit linkagesTaxation/valuationdifferences Industry attractivenessCompetitive positionRestructuring/rationalization opportunities“One of the pack”Retain andgive toppriorityRetain andgive priorityRetain andmanage forcode orliquidate Pr

37、obablydivest DivestDivest orliquidate MACSUnit of measure*FootnoteSource:Source109Business StrategyManufacturing StrategyConfigurationSystemsResearchFocusLaborPolicyProductDesignMakevs.BuyOrganizationProcessDesignMANUFACTURING STRATEGYUnit of measure*FootnoteSource:Source110Restructuring framework 1

38、 5 4 3 2 PENTAGONUnit of measure*FootnoteSource:Source111Benefit Price Competitivedisadvantage Competitiveadvantage PRICE BENEFITUnit of measure*FootnoteSource:Source112Appraise performanceand prospects Developstrategy Redesignpivotal jobs Design the skillbuilding process Assess changereadiness Top

39、downaction programs Bottom 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 meas

40、ure*FootnoteSource:Source114Stage 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

41、margin ContributionSalesSelling rateSalesAvailable selling time EffectivenessContribution Available selling time Productivity ContributionTotal selling costsEfficiencyAvailable selling timeTotal selling costsUtilizationAvailable selling timeTotal sales time Support intensitySupport costsTotal sellin

42、g costsSupport leverageTotal sales timeSupport costsTREE PRODUCTIVITYUnit of measure*FootnoteSource:Source116MaximizeshareholdervalueGrowthroughculturalinitiativeRedeployassetsImprove corebusinessperformanceGrow throughacquisitionand/or mergerAdopt soundfinancingapproachVALUE CREATIONUnit of measure

43、*FootnoteSource:Source117Real 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-c

44、ases objectivesInefficiencies in financial marketsDifference in valuation techniqueVALUE SOURCESUnit of measure*FootnoteSource:Source118GANTT10HeaderTextUnit of measure*FootnoteSource:Source119GANTT15HeaderText#Unit of measure*FootnoteSource:Source120TextTextVENN 2Unit of measure*FootnoteSource:Sour

45、ce121TextTextTextVENN 3Unit of measure*FootnoteSource:SourceCONFIDENTIALFrequently Used Frequently Used Template Template Data DrivenTemplate June 2019 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 organ

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