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1、CONFIDENTIAL,Conceptual,Template,June 2002,This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey it is not a complete record of the discussion.,McKins
2、eyFrequently Used Template,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,2X2 CUBED,Unit of measure,2X2 TOWER,Unit of measure,5PS MARKETING,Place,Price,Product,Package,Positioning promotion,Product offering,Unit of measure,Strategy,Skills,Systems,Staff,Shared values,Structure,Style,7S,Unit of mea
3、sure,ARROW 3D,Unit of measure,CUBES1 3D,Unit of measure,CUBES2 3D,Unit of measure,CUBES3 3D,Unit of measure,Text,Text,Text,Text,CUTOUT 3D,Unit of measure,New entrant,Suppliers,Industrycompetitors,Buyers,Substitutes,FORCES AT WORK,Unit of measure,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,JOIN
4、T,Unit of measure,Text,Text,Text,Text,LEVEL SEPARATE 4,Unit of measure,Text,Text,Text,LINEAR A 3D,Unit of measure,Text,Text,Text,Text,LINEAR B 3D,Unit of measure,Text,Text,Text,LINEAR C 3D,Unit of measure,Text,Text,Text,LINEAR D 3D,Unit of measure,Text,Text,Text,Text,LINEAR E 3D,Unit of measure,Text
5、,Text,Text,LINEAR G 3D,Unit of measure,Text,Text,LINEAR I 3D,Unit of measure,Text,Text,Text,Text,LINEAR J 3D,Unit of measure,Text,LINEAR N 3D,Text,Text,Text,Unit of measure,Text,Text,Text,LINEAR P 3D,Unit of measure,LINEAR Q 3D,Text,Text,Unit of measure,Text,Text,LINEAR Q 3D,Unit of measure,Plan,Imp
6、lement,Support,LINKS 3,Unit of measure,PERSPECTIVE 3D,Unit of measure,Text,Text,Text,PROPELLER 3D,Unit of measure,RINGS 3D,Unit of measure,Text,SCALE,Text,Unit of measure,Text,Text,SCALES,Unit of measure,Text,Text,Text,Text,Text,Text,SIZES IN,Unit of measure,SPIRAL1 3D,Unit of measure,Spiral,Brakes,
7、Tube in tube,SPIRAL2 3D,Unit of measure,Text,Text,Text,Text,SPOTLIGHT,Unit of measure,Text,Text,Text,Text,Text,Text,STAIRCASE,Unit of measure,STARS 3D,Unit of measure,CONFIDENTIAL,Conceptual,Template,June 2002,This report is solely for the use of client personnel. No part of it may be circulated, qu
8、oted, or reproduced for distribution outside the client organization without prior written approval from McKinsey it is not a complete record of the discussion.,McKinseyFrequently Used Template,Text,Text,WIRE CUBES,Unit of measure,Text,Text,Text,Text,Text,Text,Text,ARROWS,Unit of measure,FLOW 2,Text
9、,Text,Unit of measure,Text,FLOW 2 TITLE,Text,Text,Unit of measure,FLOW 3,Text,Text,Text,Unit of measure,Text,FLOW 3 TITLE,Text,Text,Text,Unit of measure,FLOW 4,Text,Text,Text,Text,Unit of measure,Text,FLOW 4 TITLE,Text,Text,Text,Text,Unit of measure,FLOW 5,Text,Text,Text,Text,Text,Unit of measure,Te
10、xt,FLOW 5 TITLE,Text,Text,Text,Text,Text,Unit of measure,FLOW 6,Text,Text,Text,Text,Text,Text,Unit of measure,Text,FLOW 6 TITLE,Text,Text,Text,Text,Text,Text,Unit of measure,BLADES,Text,Text,Text,Text,Unit of measure,BOX,Text,Text,Text,Text,Unit of measure,BOX,Text,Text,Text,Text,Unit of measure,CYC
11、LE 1,Text,Text,Text,Unit of measure,CYCLE 2,Text,Text,Unit of measure,CYCLE 3,Text,Text,Text,Unit of measure,CYCLE 4,Text,Text,Text,Text,Unit of measure,CYCLE 5,Text,Text,Text,Text,Text,Unit of measure,CYCLE 6,Text,Text,Text,Text,Text,Text,Unit of measure,CYCLE 7,Text,Text,Text,Text,Text,Text,Text,U
12、nit of measure,CYCLE 8,Text,Text,Text,Text,Text,Text,Text,Text,Unit of measure,Text,INCOMING,Text,Text,Text,Text,Text,Unit of measure,RIBBON,Text,Text,Text,Text,Text,Unit of measure,RING,Text,Text,Text,Text,Text,Unit of measure,UPON 2,Text,Text,Unit of measure,CONTINUOUS,Text,Text,Text,Text,Text,Tex
13、t,Text,Text,Unit of measure,CUTOUT,Text,Text,Text,Text,Unit of measure,LINEAR A,Text,Text,Text,Unit of measure,LINEAR B,Text,Text,Text,Text,Unit of measure,LINEAR C,Text,Text,Text,Unit of measure,LINEAR D,Text,Text,Text,Unit of measure,LINEAR E,Text,Text,Text,Text,Unit of measure,LINEAR F,Text,Text,
14、Text,Unit of measure,LINEAR G,Text,Text,Text,Unit of measure,LINEAR H,Text,Text,Text,Text,Unit of measure,LINEAR I,Text,Text,Unit of measure,LINEAR J,Text,Text,Text,Text,Unit of measure,LINEAR K,Text,Text,Text,Text,Text,Text,Unit of measure,LINEAR N,Text,Text,Text,Text,Unit of measure,LINEAR P,Text,
15、Text,Text,Unit of measure,LINEAR Q,Text,Text,Unit of measure,PROPELLER,Text,Text,Text,Unit of measure,STEP 5,Text,Text,Text,Text,Text,Unit of measure,Text,Text,Text,Text,2 ON 1,Unit of measure,Text,Text,Text,Text,Text,Text,AGAINST,Unit of measure,Text,Text,Text,Text,Text,AT WORK,Unit of measure,Text
16、,Text,COUPLED HORIZ,Unit of measure,Text,Text,COUPLED VERT,Unit of measure,Text,Text,Text,Text,FOCUSED,Unit of measure,New entrant,Suppliers,Industry competitors,Buyers,Substitutes,FORCES AT WORK,Unit of measure,Text,Text,Text,PARALLEL,Unit of measure,Text,Text,Text,Text,SPLIT,Unit of measure,Text,S
17、URROUND,Unit of measure,Text,Text,TWISTED,Unit of measure,Text,Text,UP & AWAY,Unit of measure,Text,Text,UP & DOWN,Unit of measure,LEVEL 1,Text,Unit of measure,LEVEL 2,Text,Text,Unit of measure,LEVEL 3,Text,Text,Text,Unit of measure,LEVEL 4,Text,Text,Text,Text,Unit of measure,LEVEL 5,Text,Text,Text,T
18、ext,Text,Unit of measure,LEVEL 6,Text,Text,Text,Text,Text,Text,Unit of measure,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 organizatio
19、n 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 typical of the organization and common to most of its members,The processes and procedures th
20、rough 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 individuals. Some companies perform extraordinary feats with ordinary people,Staff,Systems,Style,
21、Shared Values,Structure,Skills,Strategy,2S-5S,Unit of measure,Customer,Clients,Distributors,Competitors,Suppliers,3CS TRIANGLE,Unit of measure,Skills,Shared values,Strategy,Staff,Structure,Systems,Style,A coherent set of actions aimed at gaining a sustainable advantage over competition,The organizat
22、ion 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 personalities,The way managers collectively behave with respect to use of time, attention an
23、d 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 possessed by the organization as a w
24、hole as distinct from the individuals. Some companies perform extraordinary feats with ordinary people,3S-4S,Unit of measure,Style,Structure,Staff,Strategy,Systems,Skills,Shared values,The way managers collectively behave with respect to use of time, attention and symbolic actions,Capabilities posse
25、ssed 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 proce
26、sses 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 personali
27、ties,A coherent set of actions aimed at gaining a sustainable advantage over competition,7S,Unit of measure,Competitive position,Low,Medium,High,Product/market attractiveness,Low,Medium,High,BUSS PORTFOLIO,Unit of measure,Change vision,Chief Executive,Leadership groups,Down the line,External constit
28、ution,CHANGE BOARD,Unit of measure,Delta P,Vision and Leadership,Organizational Infrastructure,Performance Measurement,People Development,Communications,Problem Solving Process,Client managers (particularly middle management) haveskill to lead programimplementation Change in actual behavior,Action p
29、lans sufficient to achieve goals Agreement on objectives by line 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,Accura
30、te measurementof action and results Clear accountabilities Early wins,Visible demonstrationof new vision andvalues by clientleadership,DELTA P,Unit of measure,Natural owner,Relative ability to extract value,Low,Medium,Value-creation potential in business unit,High,Corporatecenter skills Business uni
31、t linkages Taxation/valuationdifferences,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 mea
32、sure,Business Strategy,Manufacturing Strategy,Configuration,Systems,Research Focus,Labor Policy,Product Design,Make vs. Buy,Organization,Process Design,MANUFACTURING STRATEGY,Unit of measure,Restructuring framework,1,5,4,3,2,PENTAGON,Unit of measure,Benefit,Price,Competitivedisadvantage,Competitivea
33、dvantage,PRICE BENEFIT,Unit of measure,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,3.,Create and pursue a unique adva
34、ntage,2.,Resegment the market to create a niche,4.,Exploit unique advantage industrywide,1.,Do more and better of the same,When to compete,STRAT GAMEBOARD,Unit of measure,Stage 1,Stage 2,Stage 3,Stage 4,Value system,Strategic manage- ment,Externally orientated planning,Forecast based planning,Budget
35、 planning,Meet budget and schedule,Predict the future,Think strategically,Create the future,STRAT MANAGE,Unit of measure,Selling margin Contribution Sales,Selling rate Sales Available selling time,Effectiveness Contribution Available selling time,Productivity Contribution Total selling costs,Efficie
36、ncy Available selling time Total selling costs,Utilization Available selling time Total sales time,Support intensity Support costs Total selling costs,Support leverage Total sales time Support costs,TREE PRODUCTIVITY,Unit of measure,Maximize shareholder value,Grow through cultural initiative,Redeplo
37、y assets,Improve core business performance,Grow through acquisition and/or merger,Adopt sound financing approach,VALUE CREATION,Unit of measure,Real,Perceived,Clients relative ability to extract value,Corporate center skills,Linkages between business units,Financial ownership fit,Industry restructur
38、e,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,Unit of measure,GANTT10,Header,Text,Unit of measure,GANTT15,Header,Text
39、,#,#,#,#,#,#,#,#,#,#,#,#,#,#,#,#,Unit of measure,Label 1,Label 2,Label 3,AREA,Unit of measure,Label 1,Label 2,Label 3,Label 4,Label 5,BAR,Unit of measure,Label 1,Label 2,Label 3,Label 4,Label 5,Label 1,Label 2,Label 3,Label 4,Label 5,Title Unit of measure,Title Unit of measure,BAR 2,Unit of measure,
40、Label 1,Label 2,Label 3,Label 4,Label 5,BAR BUTTED,Unit of measure,Label 1,Label 2,Label 3,Label 4,Label 5,000,000,000,000,000,Series,Series,BAR STACKED,Series,Unit of measure,Label 1,Label 2,Label 3,Label 4,Label 5,000,000,000,000,000,100%=,Series,Series,BAR STACKED 100%,Series,Unit of measure,Titl
41、e Unit of measure,Title Unit of measure,Label 1,Label 2,Label 3,Label 4,Label 5,Label 6,BUBBLE,Unit of measure,Label 1,Label 2,Label 3,Label 4,Label 5,COLUMN,Unit of measure,Label 1,Label 2,Label 3,Label 4,Label 5,Label 1,Label 2,Label 3,Label 4,Label 5,Title Unit of measure,Title Unit of measure,CO
42、LUMN 2,Unit of measure,Label 1,Label 2,Label 3,Label 4,Label 5,COLUMN BUTTED,Unit of measure,Label 1,Label 2,Label 3,Label 4,Label 5,Series,Series,Series,Series,000,000,000,000,000,COLUMN STACKED,Unit of measure,Label 1,Label 2,Label 3,Label 4,Label 5,Series,Series,Series,Series,100%=,000,000,000,00
43、0,000,COLUMN STACKED 100%,Unit of measure,Title Unit of measure,Label 1,Label 2,Label 3,Label 4,Label 5,Title Unit of measure,100% =,000,Series,Series,Series,Series,Label 1,COMBO PIE SEGMENT COLUMN,Unit of measure,Title Unit of measure,Title Unit of measure,Label 1,Label 2,Label 3,Label 4,Label 5,CO
44、ST CURVE,Unit of measure,Title Unit of measure,Title Unit of measure,DUAL COLUMN LINE,Unit of measure,Title Unit of measure,Title Unit of measure,DUAL LINE,Unit of measure,Label 1,Label 2,Label 3,Label 4,LINE,Unit of measure,Label 1,Label 2,Label 3,Label 4,Label 5,PIE,Unit of measure,Title Unit of m
45、easure,Label 1,Label 2,Label 3,Label 4,Label 5,Title Unit of measure,Label 1,Label 2,Label 3,Label 4,Label 5,PIE 2,Unit of measure,Text,Text,VENN 2,Unit of measure,Text,Text,Text,VENN 3,Unit of measure,RANGE HIGH LOW,Unit of measure,SCATTER X & Y,Unit of measure,WATERFALL BAR,Label 1,Label 2,Label 3
46、,Label 4,Label 5,Unit of measure,WATERFALL COLUMN,Label 1,Label 2,Label 3,Label 4,Label 5,Unit of measure,CONFIDENTIAL,Conceptual,Template,June 2002,This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organ
47、ization without prior written approval from McKinsey it is not a complete record of the discussion.,McKinseyFrequently Used Template,STICKER,Unit of measure,STICKER OTHER,Unit of measure,PPT TABLE 2,Heading,Heading,Text,Text,Unit of measure,PPT TABLE 3,Heading,Heading,Heading,Text,Text,Text,Unit of measure,PPT TABLE 4,Heading,Heading,Heading,