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35、FootnoteSource:Source,101,TextTextUP & DOWNUnit of measu,The way managerscollectively behave with respect to useof time, attention,and symbolic actions,The people in the organization, consideredin terms of corporate demographics, not individual personalities,The organization chart and accompanying b
36、aggage 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 don
37、efrom day to day,A coherent setof actions aimedat gaining asustainableadvantage over competition,Capabilitiespossessed bythe organizationas a whole asdistinct from theindividuals. Some companies perform extraordinaryfeats withordinary people,Staff,Systems,Style,SharedValues,Structure,Skills,Strategy
38、,2S-5S,Unit of measure,*FootnoteSource:Source,102,The way managersThe people in,Customer,Clients,Distributors,Competitors,Suppliers,3CS TRIANGLE,Unit of measure,*FootnoteSource:Source,103,CustomerClientsDistributorsCom,Skills,Sharedvalues,Strategy,Staff,Structure,Systems,Style,A coherent set ofactio
39、ns aimed at gaining a sustainable advantageover competition,The organization chart andaccompanying baggage 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 man
40、agers collectively behave with respect to use of time, attention and symbolic actions,The processes and proceduresthrough which things get donefrom day-to-day,Those ideas of what is rightand desirable (in corporateand/or individual behavior)which are typical of theorganization and commonto most of i
41、ts members,Capabilitiespossessed bythe organizationas a whole asdistinct fromthe individuals.Some companiesperform extraordinaryfeats with ordinary people,3S-4S,Unit of measure,*FootnoteSource:Source,104,SkillsSharedStrategyStaffStruc,Style,Structure,Staff,Strategy,Systems,Skills,Shared values,The w
42、ay 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
43、and/or individual behavior)which are typical of theorganization and commonto most of its members,The processes and and procedures through which things get donefrom day-to-day,The organization chart and accompanying baggage that showwho reports to whom and how tasks are both divided up and integrated
44、,The people in theorganization, considered in terms of corporate demographics, notindividual personalities,A coherent set of actions aimed at gaining a sustainable advantage over competition,7S,Unit of measure,*FootnoteSource:Source,105,StyleStructureStaffStrategySys,Competitive position,Low,Medium,
45、High,Product/market attractiveness,Low,Medium,High,BUSS PORTFOLIO,Unit of measure,*FootnoteSource:Source,106,Competitive positionLowMediumH,Change vision,Chief Executive,Leadership groups,Down the line,External constitution,CHANGE BOARD,Unit of measure,*FootnoteSource:Source,107,Change visionChief E
46、xecutiveLe,Delta P,Vision andLeadership,OrganizationalInfrastructure,PerformanceMeasurement,PeopleDevelopment,Communications,Problem SolvingProcess,Client managers (particularly middle management) haveskill to lead programimplementationChange in actual behavior,Action plans sufficient to achieve goa
47、lsAgreement on objectives by line managementManagement of high-involvement process,Implementation ornear implementationof required structureand systems,Flow of 2-way communicationsPeoples understanding, belief and contribution to act on vision and action plans,Accurate measurementof action and resul
48、tsClear accountabilitiesEarly wins,Visible demonstrationof new vision andvalues by clientleadership,DELTA P,Unit of measure,*FootnoteSource:Source,108,Delta P Vision andOrganizatio,Natural owner,Relative ability to extract value,Low,Medium,Value-creation potential in business unit,High,Corporatecent
49、er skillsBusiness unit linkagesTaxation/valuationdifferences,Industry attractivenessCompetitive positionRestructuring/rationalization opportunities,“One of the pack”,Retain andgive toppriority,Retain andgive priority,Retain andmanage forcode orliquidate,Probablydivest,Divest,Divest orliquidate,MACS,
50、Unit of measure,*FootnoteSource:Source,109,Natural owner Relative ability,Business Strategy,Manufacturing Strategy,Configuration,Systems,ResearchFocus,LaborPolicy,ProductDesign,Makevs.Buy,Organization,ProcessDesign,MANUFACTURING STRATEGY,Unit of measure,*FootnoteSource:Source,110,Business StrategyMa
