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發(fā)布時間:2020-08-11 來源: 思想?yún)R報 點擊： 
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101 The way managers collectively behave with respect to use of time, attention, and symbolic actions
The people in the organization, considered in terms of corporate demographics, not individual personalities The organization chart and accompanying baggage that 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 done from day to day
A coherent set of actions aimed at gaining a sustainable advantage
over competition
Capabilities possessed by the organization as a whole as distinct from the individuals.
Some companies perform
extraordinary feats with ordinary people Staff Systems Style Shared Values Structure Skills Strategy 2S-5S Unit of measure
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102 Customer Clients Distributors Competitors Suppliers 3CS TRIANGLE Unit of measure
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103 Skills Shared values Strategy Staff Structure Systems Style A
coherent set of actions aimed at gaining a sustainable advantage over competition
The organization chart and accompanying baggage that show who reports to whom and how
tasks are both divided up and integrated
The people in
the organization, considered in terms of corporate demographics, not individual personalities
The way managers collectively behave with respect to use of time, attention and symbolic actions
The processes and procedures through which things get done from day-to-day 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
Capabilities possessed by the organization as a whole as distinct from the individuals. Some companies perform extraordinary feats with ordinary people 3S-4S Unit of measure
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104 Style Structure Staff Strategy Systems Skills Shared
values The way managers collectively behave with respect to use of time, attention and symbolic actions Capabilities possessed by the organization as a whole as distinct from the individuals. Some companies perform extraordinary feats with ordinary people 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 and procedures through which things get done from day-to-day The organization chart and accompanying baggage that show who reports to whom
and how tasks are both divided up and integrated The people in the organization, considered in terms of corporate demographics, not individual personalities A coherent set of actions aimed at gaining a sustainable advantage over competition 7S Unit of measure
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105 Competitive position Low Medium High Product/market attractiveness Low Medium High BUSS PORTFOLIO Unit of measure
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106 Change vision Chief Executive Leadership groups Down the line External constitution Commitment Conviction Courage Capability Individual activity Enabling devices CHANGE BOARD Unit of measure
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107
Delta P
Vision and Leadership Organizational Infrastructure Performance Measurement People Development Communications Problem
Solving Process • Client managers (particularly middle management) have skill to lead program implementation • Change in actual behavior • Action plans sufficient to achieve goals • Agreement on objectives by line management • Management of high- involvement process • Implementation or near implementation of required structure and systems • Flow of 2-way communications • People’s understanding, belief and contribution to act on vision and action plans • Accurate measurement of action and results • Clear accountabilities • Early wins Visible demonstration of new vision and values by client leadership DELTA P Unit of measure
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108 Natural owner
Relative ability to extract value
Low
Medium
Value-creation potential in business unit
High
•Corporate center skills
•Business
unit linkages
•Taxation/ valuation differences
•Industry attractiveness •Competitive position •Restructuring/rationalization opportunities “One of the pack”
Retain and give top priority Retain and give priority Retain and manage for code or liquidate
Probably divest
Divest Divest or liquidate
MACS Unit of measure
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109 Business Strategy Manufacturing Strategy Configuration Systems Research Focus Labor Policy Product Design Make vs. Buy Organization Process Design MANUFACTURING STRATEGY Unit of measure
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110 Restructuring framework
1
5
4
3
2
PENTAGON Unit of measure
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111 Benefit
Price
Competitive disadvantage
Competitive advantage
PRICE BENEFIT Unit of measure
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112 Appraise performance and prospects
Develop strategy
Redesign pivotal jobs
Design the skill building process
Assess change readiness
Top down action programs
Bottom up action programs
1
2
4
5
6
7
8
3
SMILE CHART Unit of measure
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113 3. Create and pursue a unique advantage
2. Resegment the market to create a niche 4. Exploit unique advantage industrywide
1. Do more and better of the same When to compete
STRAT GAMEBOARD Unit of measure
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114 Stage 1
Stage 2
Stage 3
Stage 4
Value system
Strategic manage- ment Externally orientated planning Forecast based planning Budget planning Meet budget and schedule Predict the future Think strategically Create the future STRAT MANAGE Unit of measure
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115 Selling margin
Contribution Sales Selling rate Sales Available selling time
Effectiveness Contribution Available selling time
Productivity
Contribution Total selling costs Efficiency Available selling time Total selling costs Utilization Available selling time Total sales time
Support intensity Support costs Total selling costs Support leverage Total sales time Support costs TREE PRODUCTIVITY Unit of measure
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116 Maximize shareholder value Grow through cultural initiative Redeploy assets Improve core business performance Grow through acquisition and/or merger Adopt sound financing approach VALUE CREATION Unit of measure
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117 Real
Perceived
Client’s relative ability to extract value Corporate center skills Linkages between business units Financial ownership fit Industry restructure Internal controller Shared resources Transfer of capability Vertical integration Differences in tax position Existence of non-cases objectives Inefficiencies in financial markets Difference in valuation technique VALUE SOURCES Unit of measure
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147 ARROWS Unit of measure
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148 DISCLAIMERS CLIENT This report is solely for the use of client personnel.
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149 DISCLAIMERS INTERNAL This report contains information that is confidential and proprietary to McKinsey & Company and is solely for the use of McKinsey & Company personnel.
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150 DISCLAIMERS PRESENTATION 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 McKinsey & Company. This material was used by McKinsey & Company during an oral presentation; it is not a complete record of the discussion. Unit of measure
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221 TEAM STRUCTURE
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McKinsey
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222 Unit of measure
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223 Unit of measure
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224 Title
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225 Unit of measure
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226 Title
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227 Unit of measure
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228 Sub title Sub title Risk management
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229 Unit of measure
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230 CYCLE 2 Text Text Unit of measure
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231 CYCLE 2 Text Text Unit of measure
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232 CYCLE 3 Text Text Text Unit of measure
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233 CYCLE 3 Text Text Text Unit of measure
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234 CYCLE 4 Text Text Text Text Unit of measure
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235 CYCLE 4 Text Text Text Text Unit of measure
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236 CYCLE 5 Text Text Text Text Text Unit of measure
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237 CYCLE 5 Text Text Text Text Text Unit of measure
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238 CYCLE 6 Text Text Text Text Text Text Unit of measure
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239 CYCLE 6 Text Text Text Text Text Text Unit of measure
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240 FORCES AT WORK Unit of measure
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241 2 BY 2 MATRIX Unit of measure
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242 Text Low Medium High Text Low High 2 BY 3 MATRIX Unit of measure
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243 Text Low Medium High Text Low Medium High 3 BY 3 MATRIX Unit of measure
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