如何分析问题的框架和思路(ppt 26页)

Low
M e d iu m H ig h来自Change vision
Chief executive
Commitment Conviction Courage
Capability
Individual activity
Enabling devices
Leadership groups
Down the line
Institutionalizing a change mindset
P ro d u ct lin e e c o n o m ics D o lla rs
P ro fits
C o n trib u tio n F ix e d c o s ts
Cost S pread
P ric e
• Accurate measurement of action and results
Staff
Strategy
Skills
Systems
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
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
The people in the organization, considered in terms of corporate demographics, not individual personalities
Capabilities
possessed by
the organization
as a whole as distinct from
Skills
the individuals.
Some companies
perform extraordinary
feats with ordinary people
The people in the organization, considered in terms of corporate demographics, not individual personalities
Staff
Style
The way managers collectively behave with respect to use of time, attention and symbolic actions
Strategy
Shared values
Those ideas of what is right
Structure
The organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated
Systems
The processes and procedures
The way managers collectively
behave with respect to use of time, Capabilities possessed by the
attention and symbolic actions
over competition
Strategy
The people in the
organization, considered
in terms of corporate demographics, not
Staff
individual personalities
Shared values
Skills Systems
organization as a whole as distinct
from the individuals. Some companies
A coherent set of actions aimed at gaining a sustainable advantage
Style
perform extraordinary feats with ordinary people
• Clear accountabilities • Early wins
Structure
Style
Shared Values
The way managers collectively behave with respect to use of time, attention, and symbolic actions
A coherent set of actions aimed at gaining a sustainable advantage over competition
Structure
The processes and procedures through which things get done
C u stom er
C lie n ts
D is trib u to rs
C o m p e tito rs
C o m p e titiv e p o s itio
3. Sustaining change
2. Bringing about change
1. Preparing for change Developing . . . and
. . . amplifying
change and Launching
building change . . .
. . . and reinforcing change