咨询图形样板库

nullLEVEL SEPARATE 4LEVEL SEPARATE 4TextTextTextTextLINKS 3LINKS 3PlanImplementSupport2X2 CUBED2X2 CUBEDTextTextTextTextTextTextTextTextTextText2X2 TOWER2X2 TOWERSIZES INSIZES INTextTextTextTextTextTextJOINTJOINTTextTextTextTextTextTextTextTextTextTextSPOTLIGHTSPOTLIGHTTextTextTextTextSTAIRCASESTAIRCASETextTextTextTextTextText7S7SStrategySkillsSystemsStaffShared valuesStructureStyleFORCES AT WORKFORCES AT WORKNew entrantSuppliersIndustry competitorsBuyersSubstitutes5Ps MARKETING5Ps MARKETINGPlacePriceProductPackagePositioning promotionProduct offeringWIRE CUBESWIRE CUBESTextTextCUTOUT 3DCUTOUT 3DTextTextTextTextLINEAR A 3DLINEAR A 3DTextTextTextLINEAR B 3DLINEAR B 3DTextTextTextTextLINEAR C 3DLINEAR C 3DTextTextTextLINEAR D 3DLINEAR D 3DTextTextTextLINEAR E 3DLINEAR E 3DTextTextTextTextLINEAR G 3DLINEAR G 3DTextTextTextLINEAR I 3DLINEAR I 3DTextTextLINEAR J 3DLINEAR J 3DTextTextTextTextLINEAR N 3DLINEAR N 3DTextTextTextTextLINEAR P 3DLINEAR P 3DTextTextTextLINEAR Q 3DLINEAR Q 3DTextTextLINEAR Q 3DLINEAR Q 3DTextTextPROPELLER 3DPROPELLER 3DTextTextTextSPIRAL1 3DSPIRAL1 3DSPIRAL2 3DSPIRAL2 3DSpiralBrakesTube in tubeSTARS 3DSTARS 3DRINGS 3DRINGS 3DPERSPECTIVE 3DPERSPECTIVE 3DARROW 3DARROW 3DCUBES1 3DCUBES1 3DCUBES2 3DCUBES2 3DCUBES3 3DCUBES3 3D * Footnote Source: SCALESCALETextTextSCALESSCALESTextTextARROWSARROWSTextTextTextTextTextTextTextLEVEL 1LEVEL 1TextLEVEL 2LEVEL 2TextTextLEVEL 3LEVEL 3TextTextTextLEVEL 4LEVEL 4TextTextTextTextLEVEL 5LEVEL 5TextTextTextTextTextLEVEL 6LEVEL 6TextTextTextTextTextTextFLOW 2FLOW 2TextTextFLOW 2 TITLEFLOW 2 TITLETextTextTextFLOW 3FLOW 3TextTextTextFLOW 3 TITLEFLOW 3 TITLETextTextTextTextFLOW 4FLOW 4TextTextTextTextFLOW 4 TITLEFLOW 4 TITLETextTextTextTextTextFLOW 5FLOW 5TextTextTextTextTextFLOW 5 TITLEFLOW 5 TITLETextTextTextTextTextTextFLOW 6FLOW 6TextTextTextTextTextTextFLOW 6 TITLEFLOW 6 TITLETextTextTextTextTextTextTextBLADESBLADESTextTextTextTextBOXBOXTextTextTextTextBOXBOXTextTextTextTextCYCLE 1CYCLE 1TextTextTextCYCLE 2CYCLE 2TextTextUPON 2UPON 2TextTextCYCLE 3CYCLE 3TextTextTextCYCLE 4CYCLE 4TextTextTextTextCYCLE 5CYCLE 5TextTextTextTextTextCYCLE 6CYCLE 6TextTextTextTextTextTextCYCLE 7CYCLE 7TextTextTextTextTextTextTextCYCLE 8CYCLE 8TextTextTextTextTextTextTextTextINCOMINGINCOMINGTextTextTextTextTextTextRIBBONRIBBONTextTextTextTextTextRINGRINGTextTextTextTextTextCONTINUOUSCONTINUOUSTextTextTextTextTextTextTextTextCUTOUTCUTOUTTextTextTextTextLINEAR ALINEAR ATextTextTextLINEAR BLINEAR BTextTextTextTextLINEAR CLINEAR CTextTextTextLINEAR DLINEAR DTextTextTextLINEAR ELINEAR ETextTextTextTextLINEAR FLINEAR FTextTextTextLINEAR GLINEAR GTextTextTextLINEAR HLINEAR HTextTextTextTextLINEAR ILINEAR ITextTextLINEAR JLINEAR JTextTextTextTextLINEAR KLINEAR KTextTextTextTextTextTextLINEAR NLINEAR NTextTextTextTextLINEAR PLINEAR PTextTextTextLINEAR QLINEAR QTextTextPROPELLERPROPELLERTextTextTextSTEP 5STEP 5TextTextTextTextText2 ON 12 ON 1TextTextTextTextAGAINSTAGAINSTTextTextTextTextTextTextAT WORKAT WORKTextTextTextTextTextFORCES AT WORKFORCES AT WORKNew entrantSuppliersIndustry competitorsBuyersSubstitutesCOUPLED HORIZCOUPLED HORIZTextTextCOUPLED VERTCOUPLED VERTTextTextFOCUSEDFOCUSEDTextTextTextTextPARALLELPARALLELTextTextTextSPLITSPLITTextTextTextTextSURROUNDSURROUNDTextTWISTEDTWISTEDTextTextUP & AWAYUP & AWAYTextTextUP & DOWNUP & DOWNTextText2S-5S2S-5SThe 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 personalitiesThe 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 peopleStaffSystemsStyleShared ValuesStructureSkillsStrategy3Cs TRIANGLE3Cs TRIANGLECustomerClientsDistributorsCompetitorsSuppliers3S-4S3S-4SSkillsShared valuesStrategyStaffStructureSystemsStyleA 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-dayThose 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 people7S7SStyleStructureStaffStrategySystemsSkillsShared 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 peopleThose 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 reports 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 competitionBUSS PORTFOLIOBUSS PORTFOLIOCompetitive positionLowMediumHighProduct/market attractivenessLowMediumHighCHANGE BOARDCHANGE BOARDChange visionChief ExecutiveLeadership groupsDown the lineExternal constitutionDELTA PDELTA P Delta P Vision and LeadershipOrganizational InfrastructurePerformance MeasurementPeople DevelopmentCommunicationsProblem Solving ProcessClient managers (particularly middle management) have skill to lead program implementation Change in actual behaviorAction 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 People’s understanding, belief and contribution to act on vision and action plansAccurate measurement of action and results Clear accountabilities Early winsVisible demonstration of new vision and values by client leadershipMACSMACSNatural 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 priorityRetain and give priorityRetain and manage for code or liquidate Probably divest DivestDivest or liquidate MANUFACTURING STRATEGYMANUFACTURING STRATEGYBusiness StrategyManufacturing StrategyConfigurationSystemsResearch FocusLabor PolicyProduct DesignMake vs. BuyOrganizationProcess DesignPENTAGONPENTAGONRestructuring framework 1 5 4 3 2 PRICE BENEFITPRICE BENEFITBenefit Price Competitive disadvantage Competitive advantage SMILE CHARTSMILE CHARTAppraise 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 VALUE SOURCESVALUE SOURCESReal Perceived Client’s relative ability to extract valueCorporate center skillsLinkages between business unitsFinancial ownership fitIndustry restructureInternal controllerShared resourcesTransfer of capabilityVertical integrationDifferences in tax positionExistence of non-cases objectivesInefficiencies in financial marketsDifference in valuation techniqueSTRAT GAMEBOARDSTRAT GAMEBOARD3.Create and pursue a unique advantage 2.Resegment the market to create a niche4.Exploit unique advantage industrywide 1.Do more and better of the sameWhen to compete STRAT MANAGESTRAT MANAGEStage 1 Stage 2 Stage 3 Stage 4 Value system Strategic manage- mentExternally orientated planningForecast based planningBudget planningMeet budget and schedulePredict the futureThink strategicallyCreate the futureTREE PRODUCTIVITYTREE PRODUCTIVITYSelling margin Contribution SalesSelling rate Sales Available selling time Effectiveness Contribution Available selling time Productivity Contribution Total selling costsEfficiency Available selling time Total selling costsUtilization Available selling time Total sales time Support intensity Support costs Total selling costsSupport leverage Total sales time Support costsVALUE CREATIONVALUE CREATIONMaximize shareholder valueGrow through cultural initiativeRedeploy assetsImprove core business performanceGrow through acquisition and/or mergerAdopt sound financing approachGANTT10GANTT10<##><##><##><##><##><##><##><##><##><##><##>HeaderTextGANTT15GANTT15HeaderText################################LEFT TO RIGHTLEFT TO RIGHTTextTextTextTextSTUDY OBJECTIVESTUDY OBJECTIVETextTextTextTextTextProcess objectivesTextSub-objectivesTOP DOWNTOP DOWNTextTextTextTextTextTextTextSCALESCALETextTextSCALESSCALESTextText2X2 CUBED2X2 CUBEDTextTextTextTextTextTextTextTextTextText2X2 EXTENDED2X2 EXTENDEDTextTextTextTextTextTextTextTextTextTextTextText2X2 TOWER2X2 TOWERTextTextTextTextTextText2X22X2TextTextTextTextTextTextTextTextTextText3X3 EXTENDED3X3 EXTENDEDTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextText3X33X3TextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextPASS THROUGHPASS THROUGHTextTextDIFFRACTIONDIFFRACTIONTextTextFLOW DOWNFLOW DOWNTextTextText4 BOX 3D4 BOX 3DTextTextTextTextBOUNCEBOUNCETextCUBE WITH CIRCLESCUBE WITH CIRCLESTextTextSEASAWSEASAWTextTextLINKS 3LINKS 3PlanImplementSupportWAY THRUWAY THRUTextTextDECISIONSDECISIONSTextTextTextTextTextTextTextTextTextLOOPSLOOPSTextTextTextROLLERSROLLERSTextTextTextLEVEL 03LEVEL 03TextTextTextLEVEL 04LEVEL 04TextTextTextTextLEVEL 09LEVEL 09TextTextTextTextTextTextTextTextTextLEVEL 10LEVEL 10TextTextTextTextTextTextTextTextTextTextLEVEL INVERTED 02LEVEL INVERTED 02TextTextLEVEL INVERTED 03LEVEL INVERTED 03TextTextTextLEVEL INVERTED 04LEVEL INVERTED 04TextTextTextTextLEVEL INVERTED 09LEVEL INVERTED 09TextTextTextTextTextTextTextTextTextLEVEL INVERTED 10LEVEL INVERTED 10TextTextTextTextTextTextTextTextTextText2 AROUND2 AROUNDTextText4 IN 1 SQUARE4 IN 1 SQUARETextTextTextTextText4 IN 1 TRI4 IN 1 TRITextTextTextTextSIZES INSIZES INTextTextTextTextTextTextCROSS SECTIONCROSS SECTIONTextTextHONEYCOMBHONEYCOMBTextTextTextTextTextTextTextJOINTJOINTTextTextTextTextTextTextTextTextTextTextPYRAMIDPYRAMIDTextTextTextSPOTLIGHTSPOTLIGHTTextTextTextTextVENN 2VENN 2TextTextVENN 3VENN 3TextTextTextSTICKERSTICKERILLUSTRATIVEESTIMATESTICKER OTHERSTICKER 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