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1、1StyleStructureStaffStrategySystemsSkillsShared valuesThe way managers collectively behave with respect to use of time, attention and symbolic actionsCapabilities possessed by the organization as a whole as distinct from the individuals. Some companies perform extraordinary feats with ordinary peopl
2、eThose 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 processes and and procedures through which things get done from day-to-dayThe organization chart and accompanying baggage that show who rep
3、orts to whom and how tasks are both divided up and integratedThe people in the organization, considered in terms of corporate demographics, not individual personalitiesA coherent set of actions aimed at gaining a sustainable advantage over competition7SUnit of measure*Footnote Source:Source2Competit
4、ive positionLowMediumHighProduct/market attractivenessLowMediumHighBUSS PORTFOLIOUnit of measure*Footnote Source:Source3Change vision Chie f Exe cutiv e Lea ders hip grou ps Dow n the line Exte rnal con stitu tion Commitme nt Con victi on Co ura ge Capability Indi vid ual acti vity Ena blin g dev ic
5、esCHANGE BOARDUnit of measure*Footnote Source:Source4Delta P Vision and LeadershipOrganizational InfrastructurePerformance MeasurementPeople DevelopmentCommunicationsProblem Solving ProcessClient managers (particularly middle management) have skill to lead program implementation Change in actual beh
6、aviorAction plans sufficient to achieve goals Agreement on objectives by line management Management of high- involvement processImplementation or near implementation of required structure and systemsFlow of 2-way communications Peoples understanding, belief and contribution to act on vision and acti
7、on plansAccurate measurement of action and results Clear accountabilities Early winsVisible demonstration of new vision and values by client leadershipDELTA PUnit of measure*Footnote Source:Source5Natural owner Relative ability to extract value Low Medium Value-creation potential in business unit Hi
8、gh Corporate center skillsBusiness unit linkagesTaxation/ valuation differences Industry attractiveness Competitive position Restructuring/rationalization opportunities“One of the pack” Retain and give top priorityRetain and give priorityRetain and manage for code or liquidate Probably divest Divest
9、Divest or liquidate MACSUnit of measure*Footnote Source:Source6Business StrategyManufacturing StrategyConfiguration SystemsResearch FocusLabor PolicyProduct DesignMake vs. BuyOrganizationProcess DesignMANUFACTURING STRATEGYUnit of measure*Footnote Source:Source7Restructuring framework 1 5 4 3 2 PENT
10、AGONUnit of measure*Footnote Source:Source8Benefit Price Competitive disadvantage Competitive advantage PRICE BENEFITUnit of measure*Footnote Source:Source9Appraise performance and prospects Develop strategy Redesign pivotal jobs Design the skill building process Assess change readiness Top down act
11、ion programs Bottom up action programs 1 2 4 5 6 7 8 3 SMILE CHARTUnit of measure*Footnote Source:Source103.Create and pursue a unique advantage 2.Resegment the market to create a niche4. Exploit unique advantage industrywide1. Do more and better of the sameWhen to compete STRAT GAMEBOARDUnit of mea
12、sure*Footnote Source:Source11Stage 1 Stage 2 Stage 3 Stage 4 Value system Str ate gic ma na ge- me nt Ext ern ally ori ent ate d pla nni ng For ec ast ba se d pla nni ng Bu dg et pla nni ng Me et bud get and sch edul e Pre dict the futu re Thi nk stra tegi call y Cre ate the futu reSTRAT MANAGEUnit
13、of measure*Footnote Source:Source12Selling margin Contribution SalesSelling rate Sales Available selling time Effectiveness Contribution Available selling time Productivity Contribution Total selling costs Efficienc y Availabl e selling time Total selling costsUtilization Available selling time Tota
14、l sales time Support intensity Support costs Total selling costsSupport leverage Total sales time Support costsTREE PRODUCTIVITYUnit of measure*Footnote Source:Source13Maximize shareholder valueGrow through cultural initiativeRedeploy assetsImprove core business performanceGrow through acquisition a
15、nd/or mergerAdopt sound financing approachVALUE CREATIONUnit of measure*Footnote Source:Source14Real Perceived Clients relative ability to extract valueCorpo rate center skillsLinkag es betwee n busines s unitsFinan cial owners hip fitIndustry restructureInternal controllerShared resourcesTransfer o
16、f capabilityVertical integrationDifferences in tax positionExistence of non- cases objectivesInefficiencies in financial marketsDifference in valuation techniqueVALUE SOURCESUnit of measure*Footnote Source:Source15GANTT10HeaderTextUnit of measure*Footnote Source:Source16GANTT15HeaderText#Unit of measure*Footnote Source:Source
