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首页 新员工销售培训

新员工销售培训

新员工销售培训

UC
2009-02-20 0人阅读 举报 0 0 0 暂无简介

简介:本文档为《新员工销售培训ppt》,可适用于市场营销领域

Organization:OverviewofCoreFrameworksLocalTrainingModuleForFirstyearAssociatesAssociateHandbookwwweshubacomFOREWORDANDOBJECTIVEFOREWORDANDOBJECTIVEThisOrganizationPractice(OP)documentprovidesanoverviewforuseinlocaltrainingsessionsforfirstyearassociatesItispartofa“seriesonfunctionalareas”TheobjectiveoftheseriesistointroduceMcKinseypractitionerstothebasicsineachofourfunctionalareasofexpertiseAllthedocumentsintheseriesarecomprehensiveinnatureanddescribethecurrenttoolsandframeworksinthatfunctionalareaAttheendofthisdocument,youcanfindasectiondescribingaselectionofthecoredocumentsandhandbooksthatcangiveyoufurtherdetailsonsomeoftheframeworksdescriedhereAllofthesedocumentsarenowonPDNetandhardcopiesofthemcanberequestedfromPDNetExpress,whichwilldelivertheminhoursThecontentsofthisdocumenthavebeenadaptedforlocaltrainingsessionsthrough“SwitchingTracks”OP’sfirstyearmodulevideotape,whichcommunicatesthebasicconceptsinaconciseandvisualwayusinganactualclientTheScandinavianRailroadCompanyItisminuteslongandshouldbepresentedinshortsegmentsBetweenthesesegments,thefacultymemberrunstheattachedexercises,addsanycommentaryhesheconsidersnecessarytoclarifytheconcepts,andprovidespersonalexperienceonselectedtopicsAcopyofthevideotapeandmoderator’sguidewithexercisescanberequestedfromtheFirmThisdocumentseekstoanswerquestionsThisdocumentseekstoanswerquestionsSECTIONWhydoassociatesneedtoconsiderorganizationalissuesineveryengagementSECTIONWhatframeworksdoweusetohelpourclientsimproveorganizationalperformanceSECTIONWhatroledoesanassociateplayinorganizationworkSECTIONWherecananassociatefindoutmoreMcKinsey’smissionistohavelastingandsubstantialimpactonourclientsTosucceed,weneedtoworkallthreeofthecriticalelements:choosethebeststrategy,developworldclassoperations,aligntheorganizationThesethreeelementsbothreinforceandconstraineachotherThebeststrategyisonlyrelevantifitisoperationallyandorganizationallyfeasibleTheoptimalorganizationaldesigndependsuponthestrategicrequirementandtheoperationalmethodsoftheclientThisdocumentfocusesononevertexofthistriangularrelationshipItwouldbewrong,however,tobelievethatyoucanachievetheimpactweseekbyfocusingononevertexWeneedtoconsiderallthreeineverystudyCRITICALELEMENTSFORIMPACTCRITICALELEMENTSFORIMPACTSuccessfulstrategyEfficientoperationsEffectiveorganizationWeonlyachieveimpactwhentheorganizationsweservearesuccessfulinimplementingthestrategiesandoperationalmethodsweproposeHowever,arecentsurveyofengagementsinwhichclientsfailedtoimplementproposedstrategiesfound,inthreecasesoutoffour,thattheclientorganizationwasnotchangereadyorevencapableofimplementingthestrategyweproposedToensurethatwehaveimpact,weneedtoconsiderorganizationalissuesaswedevisestrategiesWemustchoosestrategiestheclientsarereadyandabletoimplementorcomplementourstrategyworkwithinvestmentinbuildingtheorganization’sskillssothattheorganizationcanstepuptothechallengethesuperiorstrategyposesOUTOFSTRATEGIESTHATFAILDOSOBECAUSEOFTHEORGANIZATION’SINABILITYTOEXECUTEOUTOFSTRATEGIESTHATFAILDOSOBECAUSEOFTHEORGANIZATION’SINABILITYTOEXECUTE=responsesPercentMcKinseyrecommendationsflawedClientnotchangereadyorcommittedOrganizationlackedthecapabilitiestoexecutestrategyOtherThedemandfororganizationalworkisincreasingTrendsinthemarketplaceandtheevolvingnatureofourclientslargelyexplainthisincreaseindemandThepaceofchangeinthemarketplaceisacceleratingAstrategicchoiceoranoperationalinnovationevokesarapidreactionfromcompetitorRarelycanadurablecompetitiveadvantagebefoundinthesechoicesRatheritisthedevelopmentofauniqueorganizationalcapabilitywiththeinherentflexibilityandcommitmenttosustainworldclassperformancethatprovidesdurablecompetitiveadvantageinthesetimesofrapidchangeTheclientsweservearechangingaswellTheyhaveincreasinglyhiredinhousestrategiccapabilitiesMosthavebuiltstrategyshopsclosetotheCEOFew,however,havetheinhousecapabilityandobjectivitytodotheorganizationalworkrequiredtomakechangehappenORGANIZATIONALWORKGROWINGINIMPORTANCEORGANIZATIONALWORKGROWINGINIMPORTANCEEvolvingmarketplaceQuickeningpaceofstrategicadaptationDurablecompetitiveadvantageoftenrootedinuniqueorganizationalcapabilitiesEvolvingplayersManybusinessesacquiringinhousestrategiccapabilityMakingchangehappenremainsthe“neglectedart”McKinsey’sengagementmixPercentoftimeIncreasingdemandforhelpwithorganizationissuesandchangemanagementSource:SurveyofMGMsacrosstheFirmTherecentevolutioninourclientshasnotbeenmissedbyourcompetitorsEachofourcompetitorshasrecentlyintroducedabrandedorganizationalelementtotheirportfolioTheirorganizationalexpertisefiguresprominentlyintheirmarketingcampaignsCOMPETITORSHAVEBRANDEDORGANIZATIONTOOLSCOMPETITORSHAVEBRANDEDORGANIZATIONTOOLSMcKinsey’sconsultingapproachmustevolveasourclientsevolveThesechangesprovokeashiftinthenatureofourworkandanevolutionoftheroleoftheassociateonengagementsTheincreaseddemandfororganizationalworkimpactsassociatesdirectlyAssociatesaredrawnintoleadershiprolesonlargerteamsatanearlierpointintheircareersThisplacesgreateremphasisontheneedforassociatestodevelopquitesoonafterjoiningMcKinseysuperbteamleadershipskillsEVOLUTIONINMcKINSEY’SAPPROACHEVOLUTIONINMcKINSEY’SAPPROACH*SurveyofMGMsacrosstheFirmBeforewediveintotheorganizationmaterials,weshouldannounceonecriticalcaveat:theframeworksyouareabouttoseeareonlyasgoodasthejudgmentandinsightusedtofillthemoutTheframeworksareoftenmerechecklists,usefultoolstoensureyoudonotoverlookakeydimensionTheOPcanprovideinterviewguidesandquestionnairesthatyoucanusetofleshouttheframeworks,aswellasappliedexamplesinarangeofsettingsHowever,almostallorganizationalissuesare“situationdependent”,andalmostallclientsettingsareuniqueYourjudgment,insight,creativity,andorganizationalacumenwilldeterminewhetheryouaddvalueintheclientsettingACRITICALCAVEATACRITICALCAVEAT“Garbagein,garbageout”OrganizationalpracticeframeworksChecklistsSurveys,questionnairesAppliedexamplesGarbageGoodjudgment,keeninsight,creativity,organizationalacumenGarbageClientimpactAseriesofframeworksareavailabletohelpclientsidentifyandaddressorganizationallimitsoneffectivenessorobstaclestochangeTheyalsopointtowardsolutionsTheseframeworkshelpteamsanswertwofundamentalquestions:¶Whatchangeisneeded¶HowshouldtheclientimplementthechangeTheOPhasderivedasetofsixattributesthatcharacterizehighperformingorganizations(HPO)Byassessingwhetheryourclientorganizationexhibitsthesesixattributes,youcandiagnosewhetheranorganizationalperformancegapexistsaswellAdditionally,theSswillhelpyouidentifystrengthsanddeficienciesintheorganizationTheSsfocusteamsonaligningstructure,staff,systems,andstyletopromotebehavioralchangeandbuildskillsinpivotaljobholdersBycontrastingtherequiredskillset(atboththeorganizationandthepivotaljobholderlevel)withthecurrentskillset,youcanoftenclarifytheorganizationalgapthatexistsYoucompletethediagnosticbyfillingoutthechangeboardThatexercisehelpsteamsunderstandtheorganizationalskilldeficitsorresistancetochangesotheycandeliberatelyplantobuildthenecessaryskillsandwillingnesstochangeintheorganizationOncethegapshavebeenidentified,theteamneedstolayoutachangeprogramtoclosethegapsThetransformationtrianglehighlightsthethreecriticaldimensionsofanyeffectivechangeprogramtopdown,bottomup,crossfunctionalTheproperbalanceamongthesedimensionsdependsonthegap,theclientsetting,andthecompetitivecontextEverychangeprogramcontainssomemixofsixfundamentalenergizingelementsEachmustbeconsideredaswedesignchangeprogramsThissectionofthehandbookwilldiscusseachframeworkinturnCOREFRAMEWORKSCOREFRAMEWORKSHighperformingorganizationattributesSframeworkWinningformulaPivotaljobsDesignleversOrganizationalstructureStaffManagementsystemsLeadershipstyleChangeboardAgendaplatformDirectionsettingStructuringBottomupenergizingTransformationtriangleEnergizingelementsTheOPundertookastudyofhighperformingcompanies,trueindustryleaders,thatweknewverywellThecompanieshadsustainedpacesettingperformanceintheirrespectiveindustriesoverdecadesTheseHPOssharedsixmanagementattributes,eachofwhichfocusesonperformanceBycomparingyourclientorganizationtotheseHPOs,youmayidentifyopportunitiestoimproveyourclientorganization“HIGHPERFORMANCECOMPANY”ATTRIBUTES“HIGHPERFORMANCECOMPANY”ATTRIBUTESDrivenbyleadersAlignedbysimplestructuresandcoreprocessesBasedonworldclassskillsRejuvenatedbywelldevelopedpeoplesystemsBuiltbyrelentlesspursuitofbeforethefactstrategiesvisionEnergizedbyanextraordinarilyintense,performancedrivenenvironmentThefirstthreeofthesixcommonmanagementattributes:¶DrivenbyleadersTheleadersofthesecompanieshadveryhighperformanceaspirationsFortheseleaderstherewasnosuchnotionas“goodenough”Atthecenteroftheseleadershipgroups,weconsistentlyfounddemanding,unreasonableCEOs¶BuiltbyrelentlessbeforethefactstrategiesvisionsHPOsspendtheirtimelookingforward,notbackTheirstrategiesdriverelentlesslyforbothprofitabilityandgrowth¶Energizedbyanextraordinarilyintense,performancedrivenenvironmentHPOshaveademanding,occasionallypunishing,workpaceThereisrealaccountability,especiallyatthetopHPOs,whilebeingverygoodplacestowork,arenotalwaysniceplacestoworkATTRIBUTESOFANHPOATTRIBUTESOFANHPOATTRIBUTESOFANHPO(CONTINUED)ATTRIBUTESOFANHPO(CONTINUED)TheHPOresearchfoundsomethingelsecommontotheHPOs:allwereexperimentingwithselfgovernanceSelfgovernanceintheseHPOsmeansempowermentwithaccountabilityTheHPOssharethecommoncharacteristicofinvolving“awiderangeof“or“broadcrosssectionof”employeesindrivingforimprovedperformanceTheirgoalistoimbueeveryemployeewithanowner’smindsetSelf–governanceintheseHPOsisdifferentfromthatpracticedinother“engagedandempowered”companiesInHPOsthesinglemindedobjectiveofempowermentisperformanceInthematrixbelow,theHPOswestudiedwereallinthetophalfofthematrix(highperformance)manywerereaching,inaddition,fortherighthandsideofthematrix(engagedandempowered)PERFORMANCEANDEMPOWERMENTATHPOsPERFORMANCEANDEMPOWERMENTATHPOsMostlargecompaniesstartoutinthelowerlefthandcornerofthematrix(lowperformanceandcommandandcontrolmanagementapproach)WediscoveredthatHPOsthathavesuccessfullytransitionedtotheupperrighthandcornerhavefirstachievedhighperformanceandthenexperimentedwithandadoptedempowermentEmpowermentwithoutfirstestablishingatrueperformanceethicinthecompanytendstoresultincontinuedlowperformanceIfyourclientfallsinthelowerlefthandcornerofthismatrix,itneedstoconcentratefirstonbuildingatrueperformanceethicEmpowerment,alone,isunlikelytoyieldperformanceimprovementTRANSFORMATIONPATHTRANSFORMATIONPATHSFRAMEWORKMcDONALD’SWINNINGFORMULAMcDONALD’SWINNINGFORMULAVision:tobecometheleadingrestaurantchainintheworldStrategySharedvaluesSkillsConvenientGoodqualityConsistentFamilyorientedenvironmentFairvalueQualitycontroloverallaspectsofbusinessSuperiorsiteselectionContinuousnewproductdevelopmentStrongpromotionofproductsandMcDonald’simageQualityServiceCleanlinesspriceOrganizationsusuallychangeinresponsetodiscontinuities–eitherexternalshocks(suchasderegulation)orinternalchanges(suchasnewleadership)thatmakeitclearthattheold,“grooved”wayofdoingthingsisnolongerwinningThesuccessfuloneswillcreateanewwinningformulathatisbasedonchangesinstrategy,newerorstrongerskills,andorsharedvaluesContrastingthenewwinningformulatotheoldformulaidentifiesandgaugesthechangethattheorganizationisconsideringanddefinesthevisionforthechangeprogramAchangevisionisacreedthatsummarizeswhatanorganizationistryingtobecomeandwhyAssuch,itguidesorganizationalprioritiesbyredefiningandrecombiningbusinessobjectives,requiredinstitutionalskills,andcorporatevaluesaboutwhatisimportantaroundhereAchangevisionisattheheartoftopmanagement’sroleinimprovingperformanceandisoftenthefirststepItprovidesthevitalbridgebetweentheinitialdissatisfactionwiththestatusquoandthefirstpracticalstepstakeninachangeprogram–thearticulationofacleartargetthatrepresentssomethingbetterthatisbothlogicallysoundandemotionallyappealingIMPROVINGORGANIZATIONALPERFORMANCEIMPROVINGORGANIZATIONALPERFORMANCEGroovedRedirectedUnfrozenDiscontinuitiesExternalshocksNewcompetitors,economicsNewtechnologiesDeregulationInternalchangesNewaspirationsNewleaderMajorchangethroughpeopleNewstrategyNeworstrongerskillsSharedvaluesCHANGEVISIONCertainkeypeopleintheorganizationholdpositionsthatdeterminesuccessorfailureininstitutinganewstrategy,skill,orsharedvalueThesepeoplefillwhatwecallpivotaljobsWewillonlysucceedinimplementingthechangevisionifwesucceedinchangingthebehaviorofpivotaljobholdersAtMcDonald’s,forexample,pivotaljobsincludethecentralizedpurchasersofallrawmaterialsforallstores,thestoremanagers,andthehourlyemployeeswhotakeandassembleordersPIVOTALJOBSWhatpeoplemustdoPIVOTALJOBSWhatpeoplemustdoWhataretheyPositionsthathavedirectimpactondeliveryofvaluetothecustomerTypicallytheyDesigntheproductMaketheproductSelltheproductPositionsthatmustcapablymasternewskillsWherearetheyClosetothefrontlineInarecentstudyatachainstoreretailer,thechangevisionincludedasignificantimprovementininstoreconvenienceTwopositionswereidentifiedaspivotaljobs–thestoremanagerandtheareaoperationsmanagerThisstudyemployedacontrastanalysisintwoformsThefirstconsideredeachelementofbehavioranddefinedhowthenewbehaviorwouldneedtodifferfromcurrentpracticesAbehaviorcontrastanalysisoftenproveshelpfulindefiningpreciselyhowthepivotaljobholdersneedtochangeCONTRASTANALYSISPivotaljobs:storemanager,chainretailerCONTRASTANALYSISPivotaljobs:storemanager,chainretailerThesecondanalysiscontrastedthepercentageoftimespentoncriticaltasksundercurrentpracticesandenvisionedinthefutureCONTRASTANALYSISBYPERCENTAGEOFTIMESPENTPivotaljob:areaoperationsmanagerCONTRASTANALYSISBYPERCENTAGEOFTIMESPENTPivotaljob:areaoperationsmanagerMerchantownerCoachPlayerAdministraorORGANIZATIONALDESIGNLEVERSATMcDONALD’SORGANIZATIONALDESIGNLEVERSATMcDONALD’SWinningformulaPivotaljobsDesignleversOrganizationalstructureManagementsystemsLeadershipstyleStaffORGANIZATIONALDESIGNLEVERSATMcDONALD’SORGANIZATIONALDESIGNLEVERSATMcDONALD’SWinningformulaPivotaljobsDesignleversOrganizationalstructureManagementsystemsLeadershipstyleStaffSTRUCTURALOPTIONSSTRUCTURALOPTIONSCHANGEBOARDCHANGEBOARDSkilltobebuilt*Modifiedasappropriateforcompany**Eg,customers,suppliers,tradeunionsCHANGEBOARD–CHAINRETAILEREXAMPLECHANGEBOARD–CHAINRETAILEREXAMPLEDeliveringinstoreconvenienceCHANGEBOARD–CHAINRETAILEREXAMPLECHANGEBOARD–CHAINRETAILEREXAMPLEDeliveringinstoreconvenienceLockinsupportCreatesharedresponsibilityforprogressBuildasuccessmodelfrombelowForceawarenessofrealitiesRestructurefieldorganizationToanswerthequestion,“Howshouldchangehappen”,theOPdevelopedthe“organizationaltransformationtriangle”thatsummarizesthethreebasicmanagementtaskswhendealingwithchangeTheirrelativeemphasismayvary,butallthreeofthemhavetobemanagedtoachievefundamentalbehavioralchangeTRANSFORMATIONTRIANGLETRANSFORMATIONTRIANGLEThewellknownGE“workout!”changeprogramincludedelementsfromeachdimensionofthetransformationtriangleGE“WORKOUT!”GE“WORKOUT!”TopdowndirectionsettingcultureshapingNoorNoineverybusiness“speed,simplicity,selfconfidence”DelayeringBestpracticesworkshopsBottomupperformanceimprovementTownmeetings:todayinteractivesessions“Brandname”qualityprocessesOperations:unitbyunitredesignCoreprocessredesignProjectteamstoidentifycrossfunctionalissuesProcessmappingTheclientshouldseekanappropriatebalanceacrossallthreedimensionsofthetransformationtriangleOverrelianceonanydimensionwillimpedechangeBALANCEONDIMENSIONSISKEYBALANCEONDIMENSIONSISKEYTheOPhasdefinedawidearrayofchangeapproachesEachchangeapproachstrikesauniquebalanceamongthedimensionsofthetransformationtriangleYourchallengeisfindingthechangeapproachthatstrikesthebalanceappropriateforyourclientsituationOVERVIEWOFPERFORMANCECHANGEAPPROACHESOVERVIEWOFPERFORMANCECHANGEAPPROACHESNomatterwhatchangeprogramisselected,thefollowingsixenergizingelementsshouldbeaddressedByaddressingeachone,theclientbuildstheenergyrequiredtomakeorganizationschangeENERGIZINGELEMENTSENERGIZINGELEMENTSAmbitious,measurableobjectivesReinforcingfeedbackConsequencesWinningformulaWinningleadershipgroupDoerdrivenFactbasedPeopleintensiveNewmindsetNewskills,behaviorSystemsandprocessStructureRolesBuildcommitmentEstablishwayflowManageexpectationsInspireactionTheOPhasawealthofexperienceandresearchtosupportthedesignofeachelementofachangeprogramPOSSIBLEACTIVITIESTOOLSWorldbenchmarksProjectperformanceindicatorsframeworkPerformancemapsPerformancecontractsproformaBestpracticeexamplesLeadingforsuccessCEOtimeleveragemanualAnalyticaltoolkitframeworkAnalyticalproblemsolvingworkshop“datatochart”videoandworkbooksClientadvocacyvideosSkillwilldiagnosticContinuousimprovementprinciplesworkshopBestpracticeexamplesCoreprocessredesignExampleroledescription“S”checklistCommunicationscoordinationteamjobspecificationsCommunicationschannelsauditStakeholderanalysisCommunicationsplanCommunicationsworkshopBestpracticeexamplesPOSSIBLEACTIVITIESTOOLSFrameworkfordesigningskillbuildingprogramsDiscretetrainingmodulesmanagementskills(MFS),leadershipskills(LFS),buildinghighperformingteams,projectmanagementguide,designingongoingimprovementDiscretetoolsRJDs,timeusagelogs,cha

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