ppt麦肯锡分析问题的框架和思路

Retain and give priority
Retain and manage for code or liquidate
揙 ne of the pack
Probably divest
Divest
Divest or liquidate
High
Leap frog Acquisition Cash program Exit
CusClients
Competitors
Suppliers
Competitive position
Low
Medium
High
Low
Medium
High
Product/market attractiveness
Change vision
Commitment
Capability Individual activity Enabling devices
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
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
Conviction
Chief executive
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
High Medium Low
Relative ability to extract value
Natural owner
• Corporate centre skills • Business unit linkages • Taxation/ valuation differences
Retain and give top priority
measurement
Communications
leadership
Delta P
Problem solving process People development
Organizational
Infrastructure
• Implementation or
near implementation of required structure and systems
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
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
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
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
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
The organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated
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
• Action plans sufficient to achieve goals • Agreement on objectives by line management • Management of highinvolvement process • Client managers (particularly middle management) have skill to lead program implementation • Change in actual behavior
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
Capabilities possessed by the organization as a whole as distinct from the individuals. Some companies perform extraordinary feats with ordinary people Structure Shared Values
Product and process design and supplier polices People practices
Business priorities
Values
Necessary support
INDUSTRY External shocks
Government deregulation of the industry • Licensing of 16 new (mainly foreign) banks • Freeing-up of most interest rates • Virtually unrestricted entry into foreign exchange dealing Availability of new, low-cost networking technology • ATMs • Low-cost, high-speed data communications links • “Smart” plastic cards
• Flow of 2-way communications • People’s understanding, belief and contribution to act on vision and action plans Performance