麦肯锡图表分析

Strategy Staff 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
Strategy
The people in the organization, considered in terms of corporate Staff demographics, not individual personalities Shared values
Skills
Systems
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 processes and procedures through which things get done from day-to-day
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
The organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated Structure The people in the organization, considered in terms of corporate demographics, not individual personalities Style The way managers collectively behave with respect to use of time, attention and symbolic actions
Conviction
Chief executive
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Courage
Leadership groups
Down the line External constituents
3. Sustaining change
2. Bringing about change
Institutional1. Preparing for change . . . amplifying change and Launching Developing felt need. . . . . . and vision building change . . . skills . . . . . . and reinforcing change izing a change
• Flow of 2-way communications • People’s understanding, belief and contribution to act on vision and action plans Performance
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
Systems
The processes and procedures through which things get done from day-to-day
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 from the individuals. Some companies A coherent set of actions aimed perform extraordinary feats with Style at gaining a sustainable advantage ordinary people over competition
Customer
Distributors
Clients
Competitors
Suppliers
Competitive position
Low
Medium
High
Low
Medium
High
Product/market attractiveness
Change vision
Commitment
Capability Individual activity Enabling devices