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1、0,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
2、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 a
3、t 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,*Footnote Sourc
4、e:Source,1,Customer,Clients,Distributors,Competitors,Suppliers,3CS TRIANGLE,Unit of measure,*Footnote Source:Source,2,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 accompanyin
5、g 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 pr
6、ocesses 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
7、 individuals. Some companies perform extraordinary feats with ordinary people,3S-4S,Unit of measure,*Footnote Source:Source,3,Style,Structure,Staff,Strategy,Systems,Skills,Shared values,The way managers collectively behave with respect to use of time, attention and symbolic actions,Capabilities poss
8、essed 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 proc
9、esses 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 personal
10、ities,A coherent set of actions aimed at gaining a sustainable advantage over competition,7S,Unit of measure,*Footnote Source:Source,5,Change vision,Chief Executive,Leadership groups,Down the line,External constitution,CHANGE BOARD,Unit of measure,*Footnote Source:Source,6,Delta P,Vision and Leaders
11、hip,Organizational Infrastructure,Performance Measurement,People Development,Communications,Problem Solving Process,Client managers (particularly middle management) haveskill to lead programimplementation Change in actual behavior,Action plans sufficient to achieve goals Agreement on objectives by l
12、ine management Management of high-involvement process,Implementation ornear implementationof required structureand systems,Flow of 2-way communications Peoples understanding, belief and contribution to act on vision and action plans,Accurate measurementof action and results Clear accountabilities Ea
13、rly wins,Visible demonstrationof new vision andvalues by clientleadership,DELTA P,Unit of measure,*Footnote Source:Source,7,Natural owner,Relative ability to extract value,Low,Medium,Value-creation potential in business unit,High,Corporatecenter skills Business unit linkages Taxation/valuationdiffer
14、ences,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,Probablydivest,Divest,Divest or liquidate,MACS,Unit of measure,*Footnote Source:Source,8,Busi
15、ness Strategy,Manufacturing Strategy,Configuration,Systems,Research Focus,Labor Policy,Product Design,Make vs. Buy,Organization,Process Design,MANUFACTURING STRATEGY,Unit of measure,*Footnote Source:Source,9,Restructuring framework,1,5,4,3,2,PENTAGON,Unit of measure,*Footnote Source:Source,10,Benefi
16、t,Price,Competitivedisadvantage,Competitiveadvantage,PRICE BENEFIT,Unit of measure,*Footnote Source:Source,11,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,*Footnote Source:Source,12,3.,Create and
