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The way managers
collectively behave
with respect to use
of time, attention,
and symbolic actions
The people in the organization, considered
in terms of corporate demographics,
not individual personalities
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
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
Strategy
Capabilities
possessed by
the organization
as a whole as
distinct from the
individuals. Some
companies perform
extraordinary
feats with
ordinary people
Skills
Staff
Style
Shared
Values
Structure
A coherent set of
actions aimed at gaining
a sustainable advantage
over competition
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
The organization chart and
accompanying baggage that show
who reports to whom and how tasks
are both divided up and integrated
The way managers
collectively behave
with respect to use
of time, attention and
symbolic actions
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
Shared
values
Strategy
Staff
Structure
Systems
Capabilities
possessed by
the organization
as a whole as
distinct from
the individuals.
Some companies
perform extraordinary
feats with ordinary people
Style
Style
Structure
Staff
Strategy
Systems
Skills
Shared
values
A coherent set of actions aimed
at gaining a sustainable advantage
over competition
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
The organization chart and
accompanying baggage that show
who reports to whom and how tasks
are both divided up and integrated
The way managers collectively
behave with respect to use of time,
attention and symbolic actions
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
Capabilities possessed by the
organization as a whole as distinct
from the individuals. Some companies
perform extraordinary feats with
ordinary people
Commitment
Capability
Conviction
Courage
Enabling
devices
Individual
activity
Change
vision
Chief
executive
Down the
line
External
constituents
Leadership
groups
Developing
felt need. . .
. . . and
vision
. . . amplifying
change and
building
skills . . .
. . . and
reinforcing
change
Institutional-
izing a
change
mindset
1. Preparing for change
2. Bringing about change
3. Sustaining
change
Launching
change . . .
Vision and
Leadership
Organizational
Infrastructure
Performance
measurement
People
development
Communications
Problem
solving
process
•
Implementation or
near implementation
of required structure
and systems
•
Flow of 2-way
communications
•
People’s understanding,
belief and contribution
to act on vision and
action plans
•
Accurate measurement
of action and results
•
Clear accountabilities
•
Early wins
•
Action plans sufficient to
achieve goals
•
Agreement on objectives
by line management
•
Management of high-
involvement process
•
Visible
demonstration
of new vision and
values by client
leadership
•
Client managers (particularly
middle management) have
skill to lead program
implementation
•
Change in actual behavior
P
Delta
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
Substantially reduced
concentration
Influx of new “players” with
diverse methods, values
and backgrounds, etc.
Formation of strategic
groups of banks
•
“Full-line/high-tech/
maximize-share” bankers
•
“Niche” bankers
Incumbent banks stuck with
high-cost “bricks and mortar”
networks; entrants able to
use electronic/plastic
networks more intensively
Increased price rivalry,
especially in commercial
segment and foreign
exchange
Increased focus on market
segments (. consumer,
rural and commercial)
through
•
Products
•
Outlets
•
Staff training
Reduced margins
Reduced costs
Improved service
P R O D U C E R S
External
shocks
Changes in
Conduct
C
Changes in
Performance
P
I N D U S T R Y
Changes in
Structure
S
Productivity
Contribution
Total selling costs
Selling margin
Contribution
Sales
Selling rate
Sales
Available selling time
Utilization
Available selling time
Total sales time
Support intensity
Support costs
Total selling costs
Effectiveness
Contribution
Available selling time
Efficiency
Available selling time
Total selling costs
Support leverage
Total sales time
Support costs
Product
offering
Place
Price
Positioning
promotion
Product
Package