模板麦肯锡.ppt

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22、 to use of time, attention and symbolic actions,The processes 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 possess

23、ed by the organization as a whole as distinct from the individuals. Some companies perform extraordinary feats with ordinary people,3S-4S,* 资料来源:,Unit of measure,GBUTtem,90,The way managers collectively behave with respect to use of time, attention, and symbolic actions,The people in the organizatio

24、n, considered in terms of corporate demographics, not individual personalities,The organization chart and accompanying baggage 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

25、 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 at gaining a sustainable advantage over competition,Capabilities possessed by the organization as a whole as distinct from the ind

26、ividuals. Some companies perform extraordinary feats with ordinary people,Staff,Systems,Style,Shared Values,Structure,Skills,Strategy,2S-5S,* 资料来源:,Unit of measure,GBUTtem,91,Competitive position,Low,Medium,High,Product/market attractiveness,Low,Medium,High,BUSS PORTFOLIO,* 资料来源:,Unit of measure,GBU

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28、articularly middle management) have skill to lead program implementation Change in actual behavior,Action plans sufficient to achieve goals Agreement on objectives by line management Management of high- involvement process,Implementation or near implementation of required structure and systems,Flow

29、of 2-way communications Peoples understanding, belief and contribution to act on vision and action plans,Accurate measurement of action and results Clear accountabilities Early wins,Visible demonstration of new vision and values by client leadership,DELTA P,* 资料来源:,Unit of measure,GBUTtem,94,Natural

30、 owner,Relative ability to extract value,Low,Medium,Value-creation potential in business unit,High,Corporate center skills Business unit linkages Taxation/ valuation differences,Industry attractiveness Competitive position Restructuring/rationalization opportunities,“One of the pack”,Retain and give

31、 top priority,Retain and give priority,Retain and manage for code or liquidate,Probably divest,Divest,Divest or liquidate,MACS,* 资料来源:,Unit of measure,GBUTtem,95,Business Strategy,Manufacturing Strategy,Configuration,Systems,Research Focus,Labor Policy,Product Design,Make vs. Buy,Organization,Proces

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33、rategy,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,* 资料来源:,Unit of measure,GBUTtem,99,3.,Create and pursue a unique advantage,2.,Resegment the market to create a niche,4.,Exploit unique

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35、e future,Think strategically,Create the future,STRAT MANAGE,* 资料来源:,Unit of measure,GBUTtem,101,Selling margin Contribution Sales,Selling rate Sales Available selling time,Effectiveness Contribution Available selling time,Productivity Contribution Total selling costs,Efficiency Available selling tim

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37、ets,Improve core business performance,Grow through acquisition and/or merger,Adopt sound financing approach,VALUE CREATION,* 资料来源:,Unit of measure,GBUTtem,103,Real,Perceived,Clients relative ability to extract value,Corporate center skills,Linkages between business units,Financial ownership fit,Indu

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