分析问题的框架和思路 英文

Customer
Clients
Distributors Suppliers
Competitors
High
Medium
Competitive position
Low
Low
Medium
High
Product/market attractiveness
Change vision
Chief executive
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
• Implementation or near implementation of required structure and systems
• Client managers (particularly middle management) have skill to lead program implementation
揙 ne of the pack? Natural owner
• Industry attractiveness • Competitive position • Restructuring/rationalization
opportunities
Value-creation potential in business unit
• Action plans sufficient to achieve goals
• Agreement on objectives by line management
• Management of highinvolvement process
Problem solving process
People development
External shocks
INDUSTRY
S Changes in Structure
PRODUCERS
C Changes in Conduct
P Changes in Performance
Government deregulation of the industry • Licensing of 16
1. Preparing for change
Developing felt need. . .
. . . and vision
. . . amplifying
Launching change . . .
change and building skills . . .
. . . and reinforcing change
Acquisition
Leap frog Exit
Hybrid step
Joint venture
Opportunity cost
Step by step
Low
Quantum leap parallel programs
Low
Outside niche step 100% right
Entry risk
Communications
• Flow of 2-way communications
• People’s understanding, belief and contribution to act on vision and action plans
Delta P
Organizational Infrastructure
over competition
Strategy
The people in the
organization, considered
in terms of corporate demographics, not
Staff
individual personalities
Shared values
Skills Systems
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
High
Product
Manufacturing and assembly process
Product and process design and supplier polices
People practices
Business priorities
Values
Necessary support
A coherent set of actions aimed at gaining a sustainable advantage over competition
Capabilities
possessed by
the organization
as a whole as distinct from
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
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
• Change in actual behavior
Year 1
2
3
4
Discount at WACC
Terminal or continuing value
Business entity value
Costs Reduce 1
Existing configuration
New configuration
Institutionalizing a change mindset
Product line economics Dollars
Profits
Contribution Fixed costs
Number of products
Cost Spread
Price
Demand
Capacity
• Accurate measurement of action and results
High
Medium
Low
Retain and give top priority
Retain and give priority
Retain and manage for code or liquidate
Probably divest
Divest
Divest or liquidate
High
Cash program
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
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
from the individuals. Some companies