01.麦肯锡PPT模板（300页）

nullnullConceptual CONFIDENTIALTemplate 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 & Company. 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No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey & Company. 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Some companies perform extraordinary feats with ordinary peopleStaffSystemsStyleShared ValuesStructureSkillsStrategyUnit of measure 3CS TRIANGLE3CS TRIANGLECustomerClientsDistributorsCompetitorsSuppliersUnit of measure 3S-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 peopleUnit of measure 7S7SStyleStructureStaffStrategySystemsSkillsShared 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 competitionUnit of measure BUSS PORTFOLIOBUSS PORTFOLIOCompetitive positionLowMediumHighProduct/market attractivenessLowMediumHighUnit of measure CHANGE BOARDCHANGE BOARDChange visionChief ExecutiveLeadership groupsDown the lineExternal constitutionUnit of measure DELTA 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 leadershipUnit of measure MACSMACSNatural 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 Unit of measure MANUFACTURING STRATEGYMANUFACTURING STRATEGYBusiness StrategyManufacturing StrategyConfigurationSystemsResearch FocusLabor PolicyProduct DesignMake vs. BuyOrganizationProcess DesignUnit of measure PENTAGONPENTAGONRestructuring framework 1 5 4 3 2 Unit of measure PRICE BENEFITPRICE BENEFITBenefit Price Competitive disadvantage Competitive advantage Unit of measure 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 Unit of measure STRAT 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 Unit of measure 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 futureUnit of measure TREE 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 costsUnit of measure VALUE CREATIONVALUE CREATIONMaximize shareholder valueGrow through cultural initiativeRedeploy assetsImprove core business performanceGrow through acquisition and/or mergerAdopt sound financing approachUnit of measure VALUE SOURCESVALUE SOURCESReal Perceived Client’s relative ability to extract valueCorporate center skillsLinkages between business unitsFinancial ownership fitIndustry restructureInternal controllerShared 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No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey & Company. 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