麦肯锡分析问题的框架和思路英文011
合集下载
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
麦肯锡_Mckinsey-分析问题的框架和思路(英文.ppt
麦肯锡系列
分析问题的思路和框架
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
C u stom er
C lie n ts
D is trib u to o m p e tito rs
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
Problem solving process
People development
• Implementation or near implementation of required structure and systems
• Client managers (particularly middle management) have skill to lead program implementation
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
分析问题的思路和框架
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
C u stom er
C lie n ts
D is trib u to o m p e tito rs
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
Problem solving process
People development
• Implementation or near implementation of required structure and systems
• Client managers (particularly middle management) have skill to lead program implementation
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
Mckinsey分析问题框架和思路英文
over competition
Strategy
The people in the
organization, considered
in terms of corporate demographics, not
Staff
individual personalities
Shared values
Skills Systems
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
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
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
Staff
Strategy
Mckinsey-分析问题的框架和思路(英
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
Commitment
Conviction
Courage
Leadership groupsctivity
Enabling devices
Down the line
External constituents
6
3. Sustaining change
2. Bringing about change
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
Communications
• Flow of 2-way communications
• People’s understanding, belief and contribution to act on vision and action plans
Delta P
Organizational Infrastructure
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
Commitment
Conviction
Courage
Leadership groupsctivity
Enabling devices
Down the line
External constituents
6
3. Sustaining change
2. Bringing about change
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
Communications
• Flow of 2-way communications
• People’s understanding, belief and contribution to act on vision and action plans
Delta P
Organizational Infrastructure
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
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
相关主题
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
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
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
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
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
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
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
from the individuals. Some companies
A coherent set of actions aimed at gaining a sustainable advantage
Style
perform extraordinary feats with ordinary people
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
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
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
A coherent set of actions aimed at gaining a sustainable advantage over competition
Capabilities
possessed by
the organization
Hale Waihona Puke as a whole as distinct from
over competition
Strategy
The people in the
organization, considered
in terms of corporate demographics, not
Staff
individual personalities
Shared values
Skills Systems
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