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麥肯錫PPT圖表范文

發(fā)布時間:2020-08-11 來源: 思想?yún)R報 點擊:

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 101 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 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 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 Shared Values Structure Skills Strategy 2S-5S Unit of measure

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 102 Customer Clients Distributors Competitors Suppliers 3CS TRIANGLE Unit of measure

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 103 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 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 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 possessed by the organization as a whole as distinct from the individuals. Some companies perform extraordinary feats with ordinary people 3S-4S Unit of measure

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 104 Style Structure Staff Strategy Systems Skills Shared

 values The way managers collectively behave with respect to use of time, attention and symbolic actions Capabilities possessed 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 processes 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 personalities A coherent set of actions aimed at gaining a sustainable advantage over competition 7S Unit of measure

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 105 Competitive position Low Medium High Product/market attractiveness Low Medium High BUSS PORTFOLIO Unit of measure

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 106 Change vision Chief Executive Leadership groups Down the line External constitution Commitment Conviction Courage Capability Individual activity Enabling devices CHANGE BOARD Unit of measure

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 107

 Delta P

  Vision and Leadership Organizational Infrastructure Performance Measurement People Development Communications Problem

 Solving Process • Client managers (particularly 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 of 2-way communications • People’s 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 Unit of measure

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 108 Natural 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 top priority Retain and give priority Retain and manage for code or liquidate

  Probably divest

  Divest Divest or liquidate

  MACS Unit of measure

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 109 Business Strategy Manufacturing Strategy Configuration Systems Research Focus Labor Policy Product Design Make vs. Buy Organization Process Design MANUFACTURING STRATEGY Unit of measure

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 110 Restructuring framework

 1

 5

 4

 3

 2

 PENTAGON Unit of measure

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 111 Benefit

 Price

 Competitive disadvantage

 Competitive advantage

 PRICE BENEFIT Unit of measure

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 112 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

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 113 3. Create and pursue a unique advantage

 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

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 114 Stage 1

 Stage 2

 Stage 3

 Stage 4

 Value system

  Strategic manage- ment Externally orientated planning Forecast based planning Budget planning Meet budget and schedule Predict the future Think strategically Create the future STRAT MANAGE Unit of measure

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 115 Selling margin

 Contribution Sales Selling rate Sales Available selling time

 Effectiveness Contribution Available selling time

 Productivity

 Contribution Total selling costs Efficiency 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

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 116 Maximize shareholder value Grow through cultural initiative Redeploy assets Improve core business performance Grow through acquisition and/or merger Adopt sound financing approach VALUE CREATION Unit of measure

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 117 Real

 Perceived

 Client’s relative ability to extract value Corporate center skills Linkages between business units Financial ownership fit Industry restructure 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

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 142 0501001502002501990 1991 1992 1993 1994 1995 1996 1997RANGE HIGH LOW Unit of measure

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 148 DISCLAIMERS CLIENT This report is solely for the use of client personnel.

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 149 DISCLAIMERS INTERNAL This report contains information that is confidential and proprietary to McKinsey & Company and is solely for the use of McKinsey & Company personnel.

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 150 DISCLAIMERS PRESENTATION 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 & Company. This material was used by McKinsey & Company during an oral presentation; it is not a complete record of the discussion. Unit of measure

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 197 HORIZONTAL FLOW 6 Unit of measure

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 216 Unit of measure

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 Source Text Text Text Text • Text • Text Text • Text • Text Text • Text • Text Text • Text • Text Text • Text • Text Text • Text • Text

 217 Unit of measure

 * Footnote Source:

 Source Text Title

 • Text Title

 • Text Title

 • Text Title

 • Text Title

 • Text Text

 218 Unit of measure

 * Footnote Source:

 Source Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text

 219 Unit of measure

 * Footnote Source:

 Source Text Text Text Text Text Text Text Text Text Title •

  •

  •

  •

  •

  •

 220

 * Footnote Source:

 Source Title Title Title Title Text • Text • Text Text • Text • Text Text • Text • Text Text

 221 TEAM STRUCTURE

  * Footnote Source:

 Source Title

 Title •

  Client

 McKinsey

 •

  •

  Expert group •

  •

 222 Unit of measure

 * Footnote Source:

 Source Text Text

 223 Unit of measure

 * Footnote Source:

 Source Text Text Text Text Text

 224 Title

 • Text Title

 • Text Title

 • Text Unit of measure

 * Footnote Source:

 Source Title

 Title

 Title

 225 Unit of measure

 * Footnote Source:

 Source Title

 Title

 • Text Title

 • Text Title

 • Text Title

 • Text Title

 Title

 226 Title

 • Text Title

 • Text Title

 • Text Title

 Title

 227 Unit of measure

 * Footnote Source:

 Source Text • Text Text • Text

 228 Sub title Sub title Risk management

 Title •

  •

  •

  •

  •

  •

 229 Unit of measure

 * Footnote Source:

 Source • Text • Text • Text • Text • Text • Text Text Text

 230 CYCLE 2 Text Text Unit of measure

 * Footnote Source:

 Source • Text • Text

 231 CYCLE 2 Text Text Unit of measure

 * Footnote Source:

 Source • Text • Text

 232 CYCLE 3 Text Text Text Unit of measure

 * Footnote Source:

 Source • Text • Text • Text

 233 CYCLE 3 Text Text Text Unit of measure

 * Footnote Source:

 Source • Text • Text • Text

 234 CYCLE 4 Text Text Text Text Unit of measure

 * Footnote Source:

 Source • Text • Text • Text • Text

 235 CYCLE 4 Text Text Text Text Unit of measure

 * Footnote Source:

 Source • Text • Text • Text • Text

 236 CYCLE 5 Text Text Text Text Text Unit of measure

 * Footnote Source:

 Source • Text • Text • Text • Text • Text

 237 CYCLE 5 Text Text Text Text Text Unit of measure

 * Footnote Source:

 Source • Text • Text • Text • Text • Text

 238 CYCLE 6 Text Text Text Text Text Text Unit of measure

 * Footnote Source:

 Source • Text • Text • Text • Text • Text • Text

 239 CYCLE 6 Text Text Text Text Text Text Unit of measure

 * Footnote Source:

 Source • Text • Text • Text • Text • Text • Text

 240 FORCES AT WORK Unit of measure

 * Footnote Source:

 Source Text • Text Text • Text Text • Text Text • Text Text • Text

 241 2 BY 2 MATRIX Unit of measure

 * Footnote Source:

 Source High Low High Low Text Text • Text • Text • Text • Text

 242 Text Low Medium High Text Low High 2 BY 3 MATRIX Unit of measure

 * Footnote Source:

 Source • Text • Text • Text • Text • Text • Text

 243 Text Low Medium High Text Low Medium High 3 BY 3 MATRIX Unit of measure

 * Footnote Source:

 Source • Text • Text • Text • Text • Text • Text • Text ...

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