麦肯锡分析问题的框架和思路

Delta P
Organizational Infrastructure
• Action plans sufficient to achieve goals
• Agreement on objectives by line management
• Management of highinvolvement process
• Taxation/ v a lu a tio n differences
R elative ab ility to extract valu e
揙 n e o f t h e p a c k ?N a t u r a l o w n e r
• Industry attractiveness • C om petitive position • R estructuring/rationalization
A coherent set of actions aimed at gaining a sustainable advantage over competition
Capabilities
possessed by
the organization
as a whole as distinct from
P ro d u c t
M anufacturing and assem bly process
3. Sustaining change
2. Bringing about change
1. Preparing for change
Developing felt need. . .
. . . and vision
. . . amplifying
Launching change . . .
change and building skills . . .
Change vision
Chief executive
Commitment Conviction Courage
Capability
Individual activity
Enabling devices
Leadership groups
Down the line
External constituents
J o in t v e n tu re
S te p b y s te p
Low
Q u a n tu m le a p p a ra lle l p rog ra m s
Low
O u ts id e n ic h e s te p 1 0 0 % rig h t
E n try ris k
H ig h
• Change in actual behavior
Year 1
2
3
4
D iscount at W A C C
T erm inal or con tin u in g va lue
B usiness entity value
C o s ts Reduce 1
E x is tin g c o n fig u ra tio n
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
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 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
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
P robably d iv e s t
D ivest
D ivest or liq u id a te
O p p o r tu n ity c o s t H ig h
C a sh p rog ra m
A c q u is itio n
L e a p fro g E x it
H y b rid s te p
N u m ber o f p ro d ucts
Cost S pread
P ric e
Dem and
C a p ac ity
• Accurate measurement of action and results
• Clear accountabilities • Early wins
• Visible demonstration of new vision and values by client leadership
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 or liq u id a te
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
from the individuals. Some companies
A coherent set of actions aimed at gaining a sustainable advantage
Style
perform extraordinary feats with ordinary people
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
. . . and reinforcing change
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
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
N ew c o n fig u ra tio n
R e c o n fig u re 2
3 R e b a la n c e
L o g is tic s S e rv ic e L e v e l
100%
• C orporate centre skills
• Business u n it lin k a g e s
over competition
Strategy
The people in the
organization, considered
in terms of corporate demographics, not
Staff
individual personalities
Shared values
Skills Systems
Vision and Leadership
Performance measurement
Communications
• Flow of 2-way communications
• People’s understanding, belief and contribution to act on vision and action plans
C u stom er
C lie Biblioteka tsD is trib u to rs S u p p lie rs
C 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
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