模板麦肯锡.ppt

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21、s 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 things get donefrom da

22、y-to-day,Those 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 extraordinaryfeats with ordinary peo

23、ple,3S-4S,*资料来源:,Unit of measure,GBUTtem,90,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 baggage that show

24、 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 to day,A

25、 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,2S-5S,*资料来源:,Unit

26、of measure,GBUTtem,91,Competitive position,Low,Medium,High,Product/market attractiveness,Low,Medium,High,BUSS PORTFOLIO,*资料来源:,Unit of measure,GBUTtem,92,Change vision,Chief Executive,Leadership groups,Down the line,External constitution,CHANGE BOARD,*资料来源:,Unit of measure,GBUTtem,93,Delta P,Vision

27、andLeadership,OrganizationalInfrastructure,PerformanceMeasurement,PeopleDevelopment,Communications,Problem SolvingProcess,Client managers(particularly middle management)haveskill to lead programimplementationChange in actual behavior,Action plans sufficient to achieve goalsAgreement on objectives by

28、 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 resultsClear accountabilitiesEarly

29、 wins,Visible demonstrationof new vision andvalues by clientleadership,DELTA P,*资料来源:,Unit of measure,GBUTtem,94,Natural owner,Relative ability to extract value,Low,Medium,Value-creation potential in business unit,High,Corporatecenter skillsBusiness unit linkagesTaxation/valuationdifferences,Industr

30、y attractivenessCompetitive positionRestructuring/rationalization opportunities,“One of the pack”,Retain andgive toppriority,Retain andgive priority,Retain andmanage forcode orliquidate,Probablydivest,Divest,Divest orliquidate,MACS,*资料来源:,Unit of measure,GBUTtem,95,Business Strategy,Manufacturing St

31、rategy,Configuration,Systems,ResearchFocus,LaborPolicy,ProductDesign,Makevs.Buy,Organization,ProcessDesign,MANUFACTURING STRATEGY,*资料来源:,Unit of measure,GBUTtem,96,Restructuring framework,1,5,4,3,2,PENTAGON,*资料来源:,Unit of measure,GBUTtem,97,Benefit,Price,Competitivedisadvantage,Competitiveadvantage,

32、PRICE BENEFIT,*资料来源:,Unit of measure,GBUTtem,98,Appraise performanceand prospects,Developstrategy,Redesignpivotal jobs,Design the skillbuilding process,Assess changereadiness,Top downaction programs,Bottom up action programs,1,2,4,5,6,7,8,3,SMILE CHART,*资料来源:,Unit of measure,GBUTtem,99,3.,Create and

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34、g,Forecast based planning,Budget planning,Meet budget and schedule,Predict the future,Think strategically,Create the future,STRAT MANAGE,*资料来源:,Unit of measure,GBUTtem,101,Selling margin ContributionSales,Selling rateSalesAvailable selling time,EffectivenessContribution Available selling time,Produc

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36、areholdervalue,Growthroughculturalinitiative,Redeployassets,Improve corebusinessperformance,Grow throughacquisitionand/or merger,Adopt soundfinancingapproach,VALUE CREATION,*资料来源:,Unit of measure,GBUTtem,103,Real,Perceived,Clients relative ability to extract value,Corporate center skills,Linkages be

37、tween 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,*资料来源:,

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45、measure,GBUTtem,126,Label 1,Label 2,Label 3,Label 4,Label 5,Label 1,Label 2,Label 3,Label 4,Label 5,TitleUnit of measure,TitleUnit of measure,COLUMN 2,*资料来源:,Unit of measure,GBUTtem,127,Label 1,Label 2,Label 3,Label 4,Label 5,COLUMN BUTTED,*资料来源:,Unit of measure,GBUTtem,128,Label 1,Label 2,Label 3,L

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