麦肯锡分析问题的框架和思路(英文)
精编麦肯锡_Mckinsey-分析问题的框架和思路(英文资料
High
Product
Manufacturing and assembly process
Product and process design and supplier polices
People practices
Business priorities
Values
Necessary support
Staff
Strategy
A coherent set of actions aimed at gaining a sustainable advantage over competition
Skills
Capabilities possessed by the organization as a whole as distinct from the individuals. Some companies perform extraordinary feats with ordinary people
Staff
Style
The way managers collectively behave with respect to use of time, attention and symbolic actions
Systems
The processes and procedures through which things get done from day-to-day
Communications
• Flow of 2-way communications
• People’s understanding, belief and contribution to act on vision and action plans
11Mckinsey-分析问题的框架和思路(英文-01.
Theprocesses andcompanies performextraordi nary featswith ordinary people The people in the organization, considered in terms of corporate demographics,A coherent set of actions aimed at gaining a sustainable advantage over competitionCapabilitiespossessed by theorga nization as awhole as distinetfrom the individuals.SomeThe organization chart andaccompanying baggage thatshow who reports to whomand how tasks are bothdivided up and integratedThose ideas of what is right anddesirable (in corporate and/orindividual behavior) which aretypical of the organization andcommon to most of its membersA coherenlsetof actionsaimed at gaining asustainable advantage overcompetitionThe organization chart and accompanyingbaggage that show who reports to whomand how tasks are both divided up andintegratedCapabilities possessed by theorga nizalion as a whole as distinct from the individuals・Some companies perform extraordinary feats with ordinary people StrategySki sSharedvaluesThose ideas of what is right and desirable (in corporate and/or individual behavior) which are typical of the organizalion and common to most of its members StructureSystemsThe way managerscollectively behave withrespect to use of time,attention and symbolicactionsThe processes and proceduresthrough which things get done fromday-to-dayThe people in the organizati on, considered interms of corporatedemographics, not individual personalitiesSki snot in dividual pers on alities SystemsStructureThe waymanagerscollectivelySharedVa uesA coherent set of actions aimed at gaining a sustainable advamage over competition The way managers collectively behave with respect to use of time, Capabilitiespossessed by the attention and symbolic actions organization as a whole as distinct from the individuals. Some companies perform extraordinary feats with ordinary people Style Structur Share va ues Skil s Strategy The people in theorganization, considered interms of corporate demographics, not individual personalities The organizalion chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integratedThose ideas of what is right anddesirable (in corporate and/orindividual behavior) which are typical of the orga nization and comm on to most of its members The processes and procedures through which things get done fromday-to-dayProduct/market attractivenessLowMedium Highuo^soda >三3. SustainingchangeOM ProfitsProduct line economicsDollarsNumber of productsSpreadAction plans sufficient to achieve goals Agreement on obfectrves by linemanagement Management of high- involvcmcnt process Cliertmanagers (F>articularlymidde management) have skill to bad program implementation Charge in actual behaviorCostPriceDemandCapacityPerformance Commumcatonsmeasuremen Vision andLeadership Flow of 2 waycommunications Accurate measurem of action and results Clear accountabilittxHK?r and contMOutlon to act on vision andVisibledemonstration of new vision and values by clientImplementati on or near implementati on ofPfob em solvingprocess Organizationalnfrastructure People deveiopmert。
麦肯锡分析问题的框架和思路(英文)
A coherent set of actions aimed at gaining a sustainable advantage over competition Capabilities possessed by the organization as a whole as Skills distinct from the individuals. Some companies perform extraordinary feats with ordinary people
Structure
The organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated
The processes and procedures through which things get done from day-to-day
Year
1
2
3
4
Terminal or continuing value
Discount at WACC
Business entity value
Costs Existing configuration Reduce 1 New configuration
Reconfigure 2 3 Rebalance
measurement
Communications
leadership
Delta P
Problem solving process People development
Organizational
麦肯锡分析问题的框架和思路(英文)
• Flow of 2-way communications • People’s understanding, belief and contribution to act on vision and action plans Performance
• Visible demonstration of new vision and values by client Vision and Leadership
Customer
Distributors
Clients
Competitors
Suppliers
Competitive position
Low
Medium
High
Low
Medium
High
Product/market attractiveness
Change vision
Commitment
Capability Individual activity Enabling devices
mindset
Profits
Product line economics Dollars
Contribution
Fixed costs
Number of products
Cost
Price Spread
Demand
Capacity
• Accurate measurement of action and results • Clear accountabilities • Early wins
Structure
The organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated
麦肯锡_Mckinsey-分析问题的框架和思路(英
over competition
Strategy
The people in the
organization, considered
in terms of corporate demographics, not
Staff
individual personalities
Shared values
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
Systems Structure
Style
Shared Values
The way managers collectively behave with respect to use of time, attention, and symbolic actions
The organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated
Structure
The organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated
Mckinsey-分析问题的框架和思路(英
Structure
The organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated
The processes and procedures through which things get done from day-to-day
1
A coherent set of actions aimed at gaining a sustainable advantage over competition
Capabilities
possessed by
the organization
as a whole as distinct from
Style
perform extraordinary feats with ordinary people
over competition
Strategy
The people in the
organization, considered
in terms of corporate demographics, not
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
Skills
the individuals.
Some companies
麦肯锡分析问题的框架和思路(英文)
Staff
Systems Strategy Skills
Style
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
A coherent set of actions aimed at gaining a sustainable advantage over competition Capabilities possessed by the organization as a whole as Skills distinct from the individuals. Some companies perform extraordinary feats with ordinary people
Structure
The organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated
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 The processes and procedures through which things get done from day to day
11Mckinsey-分析问题的框架和思路(英文
Vision and Leadership
Performance measurement
Communications
• Flow of 2-way communications
• People’s understanding, belief and contribution to act on vision and action plans
o p p o rtu n itie s
Value-creation potential in business unit
H ig h
M edium
Low
R etain and give top p rio rity
R etain and give priority
R etain and m anage for code t need. . .
. . . and vision
. . . amplifying
Launching change . . .
change and building skills . . .
. . . and reinforcing change
Institutionalizing a change mindset
M e d iu m H ig h
C o m p e titiv e p o s itio
Low
Low
M e d iu m
H ig h
P ro d u ct/m a rke t a ttra ctiv e n e s s
Change vision
Chief executive
Commitment Conviction Courage
Capability
mckinsey分析问题的框架和思路英文
Staff
Style
The way managers collectively behave with respect to use of time, attention and symbolic actions
Systems
The processes and procedures through which things get done from day-to-day
Communications
• Flow of 2-way communications
• People’s understanding, belief and contribution to act on vision and action plans
Delta P
Organizational Infrastructure
Systems Structure
Style
Shared Values
The way managers collectively behave with respect to use of time, attention, and symbolic actions
The organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated
Skills
the individuals.
Some companies
perform extraordinary
feats with ordinary people
Strategy
麦肯锡_Mckinsey-分析问题的框架和思路(英文
• Visible demonstration of new vision and values by client leadership
Vision and Leadership
Performance measurement
Customer
Clients
Distributors Suppliers
Competitors
High
Medium
Competitive position
Low
Low
Medium
High
Product/market attractiveness
Change ve
from the individuals. Some companies
A coherent set of actions aimed at gaining a sustainable advantage
Style
perform extraordinary feats with ordinary people
• Implementation or near implementation of required structure and systems
• Client managers (particularly middle management) have skill to lead program implementation
Communications
• Flow of 2-way communications
• People’s understanding, belief and contribution to act on vision and action plans
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as a whole as distinct from
Skills
the individuals.
Some companies
perform extraordinary
feats with ordinary people
Strategy
Shared values
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
Structure
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
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
Staff
Style
The way managers collectively behave with respect to use of time, attention and symbolic actions
Systems
The processes and procedures throபைடு நூலகம்gh which things get done from day-to-day
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extraordinary
accompanying baggage that desirable (in corporate and/or
h
common to most of its members
1
A coherent set of actions aimed at gaining a sustainable advantage over competition
Capabilities
possessed by
the organization
of actions aimed at gaining a
possessed by the organization
Structure
Shared Values
sustainable
as a whole as
advantage over distinct from the
competition
individuals. Some
Staff
Systems
Style
The way managers collectively behave
Strategy
Skills
with respect to use of time, attention,
and symbolic actions
A coherent set
Capabilities
feats with
show who reports to whom
individual behavior) which are
ordinary people
and how tasks are both
typical of the organization and
divided up and integrated
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
Structure
The organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated
The processes and procedures through which things get done from day-to-day
h
2
The way managers collectively
behave with respect to use of time, Capabilities possessed by the
attention and symbolic actions
organization as a whole as distinct
over competition
Strategy
The people in the
organization, considered
in terms of corporate demographics, not
Staff
individual personalities
Shared values
Skills Systems
from the individuals. Some companies
A coherent set of actions aimed at gaining a sustainable advantage
Style
perform extraordinary feats with ordinary people