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1、SystemsThe way managers collectively behave with respect to use of time, attention, and symbolic actionsThe people in the organization, considered in terms of corporate demographics, not individual personalitiesThe organization chart and accompanying baggage that show who reports to whomand how task
2、s are both divided up and integratedThose ideas of what is right and desirable (in corporate and/or individual behavior) which aretypical of the organization and common to most of its membersThe processes and procedures through which things get done from day to dayA coherent set of actions aimedat g
3、aining a sustainable advantage overcompetitionStrategyCapabilitiespossessed by the organization as a whole asdistinct from the individuals. Some companies performextraordinary feats with ordinary peopleSkillsStaffStyleSharedValuesStructureA coherent set of actions aimed at gaining a sustainable adva
4、ntage over competitionThose 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 membersThe organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integr
5、atedThe way managers collectively behave with respect to use of time, attention and symbolic actionsThe processes and procedures through which things get done from day-to-dayThe people in the organization, considered in terms of corporate demographics, not individual personalitiesSkillsShared values
6、StrategyStaffStructureSystemsCapabilities possessed by the organization as a whole as distinct from the individuals. Some companies perform extraordinary feats with ordinary peopleStyleStyleStructureStaffStrategySystemsSkillsShared valuesA coherent set of actions aimed at gaining a sustainable advan
7、tage over competitionThose 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 membersThe organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integra
8、tedThe way managers collectively behave with respect to use of time, attention and symbolic actionsThe processes and procedures through which things get done from day-to-dayThe people in the organization, considered in terms of corporate demographics, not individual personalitiesCapabilities possess
9、ed by the organization as a whole as distinct from the individuals. Some companies perform extraordinary feats with ordinary peopleCommitmentCapabilityConvictionCourageEnabling devicesIndividual activityChange visionChief executiveDown the lineExternal constituentsLeadership groupsDevelopingfelt nee
10、d. . . . . . andvision. . . amplifyingchange andbuildingskills . . . . . . andreinforcingchangeInstitutional-izing achangemindset 1. Preparing for change2. Bringing about change 3. Sustainingchange Launchingchange . . . Vision andLeadershipOrganizationalInfrastructurePerformancemeasurementPeopledeve
11、lopmentCommunicationsProblemsolvingprocess Implementation ornear implementationof required structureand systems Flow of 2-waycommunications Peoples understanding,belief and contributionto act on vision and action plans Accurate measurementof action and results Clear accountabilities Early wins Actio
12、n plans sufficient toachieve goals Agreement on objectivesby line management Management of high-involvement process Visibledemonstrationof new vision andvalues by clientleadership Client managers (particularly middle management) haveskill to lead programimplementation Change in actual behaviorP Delt
13、a Government deregulation of the industry Licensing of 16 new (mainly foreign) banks Freeing-up of most interest rates Virtually unrestricted entry into foreign exchange dealingAvailability of new, low-cost networking technology ATMs Low-cost, high-speed data communications links “Smart” plastic car
14、dsSubstantially reduced concentrationInflux of new “players” with diverse methods, values and backgrounds, etc.Formation of strategic groups of banks “Full-line/high-tech/ maximize-share” bankers “Niche” bankersIncumbent banks stuck with high-cost “bricks and mortar” networks; entrants able to use e
15、lectronic/plastic networks more intensivelyIncreased price rivalry, especially in commercial segment and foreign exchange Increased focus on market segments (e.g. consumer, rural and commercial) through Products Outlets Staff trainingReduced marginsReduced costsImproved serviceP R O D U C E R SExter
16、nal shocksChanges in ConductCChanges in PerformancePI N D U S T R YChanges in StructureSProductivity Contribution Total selling costsSelling marginContribution SalesSelling rate Sales Available selling timeUtilizationAvailable selling time Total sales timeSupport intensitySupport costsTotal selling costsEffectiveness Contribution Available selling timeEfficiency Available selling time Total selling costsSupport leverageTotal sales time Support costsProd
