简约图表库模版2.ppt
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1、0,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
2、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 a
3、t 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,Staff,Systems,Style,Shared Values,Structure,Skills,Strategy,2S-5S,Unit of measure,* Footnote Sour
4、ce: Source,1,Customer,Clients,Distributors,Competitors,Suppliers,3CS TRIANGLE,Unit of measure,* Footnote Source: Source,2,Skills,Shared values,Strategy,Staff,Structure,Systems,Style,A coherent set of actions aimed at gaining a sustainable advantage over competition,The organization chart and accompa
5、nying 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, attention and symbolic actions,Th
6、e processes and procedures through which things get done from day-to-day,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,Capabilities possessed by the organization as a whole as distinct from
7、 the individuals. Some companies perform extraordinary feats with ordinary people,3S-4S,Unit of measure,* Footnote Source: Source,3,Style,Structure,Staff,Strategy,Systems,Skills,Shared values,The way managers collectively behave with respect to use of time, attention and symbolic actions,Capabilitie
8、s possessed by the organization as a whole as distinct from the individuals. Some companies 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,Th
9、e processes and and procedures through which things get done from day-to-day,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 pe
10、rsonalities,A coherent set of actions aimed at gaining a sustainable advantage over competition,7S,Unit of measure,* Footnote Source: Source,4,Competitive position,Low,Medium,High,Product/market attractiveness,Low,Medium,High,BUSS PORTFOLIO,Unit of measure,* Footnote Source: Source,5,Change vision,C
11、hief Executive,Leadership groups,Down the line,External constitution,CHANGE BOARD,Unit of measure,* Footnote Source: Source,6,Delta P,Vision and Leadership,Organizational Infrastructure,Performance Measurement,People Development,Communications,Problem Solving Process,Client managers (particularly mi
12、ddle management) have skill to lead program implementation Change in actual behavior,Action plans sufficient to achieve goals Agreement on objectives by line management Management of high- involvement process,Implementation or near implementation of required structure and systems,Flow of 2-way commu
13、nications Peoples understanding, belief and contribution to act on vision and action plans,Accurate measurement of action and results Clear accountabilities Early wins,Visible demonstration of new vision and values by client leadership,DELTA P,Unit of measure,* Footnote Source: Source,7,Natural owne
14、r,Relative ability to extract value,Low,Medium,Value-creation potential in business unit,High,Corporate center skills Business unit linkages Taxation/ valuation differences,Industry attractiveness Competitive position Restructuring/rationalization opportunities,“One of the pack”,Retain and give top
15、priority,Retain and give priority,Retain and manage for code or liquidate,Probably divest,Divest,Divest or liquidate,MACS,Unit of measure,* Footnote Source: Source,8,Business Strategy,Manufacturing Strategy,Configuration,Systems,Research Focus,Labor Policy,Product Design,Make vs. Buy,Organization,Pr
16、ocess Design,MANUFACTURING STRATEGY,Unit of measure,* Footnote Source: Source,9,Restructuring framework,1,5,4,3,2,PENTAGON,Unit of measure,* Footnote Source: Source,10,Benefit,Price,Competitive disadvantage,Competitive advantage,PRICE BENEFIT,Unit of measure,* Footnote Source: Source,11,Appraise per
17、formance and prospects,Develop strategy,Redesign pivotal jobs,Design the skill building process,Assess change readiness,Top down action programs,Bottom up action programs,1,2,4,5,6,7,8,3,SMILE CHART,Unit of measure,* Footnote Source: Source,12,3.,Create and pursue a unique advantage,2.,Resegment the
18、 market to create a niche,4.,Exploit unique advantage industrywide,1.,Do more and better of the same,When to compete,STRAT GAMEBOARD,Unit of measure,* Footnote Source: Source,13,Stage 1,Stage 2,Stage 3,Stage 4,Value system,Strategic manage- ment,Externally orientated planning,Forecast based planning
19、,Budget planning,Meet budget and schedule,Predict the future,Think strategically,Create the future,STRAT MANAGE,Unit of measure,* Footnote Source: Source,14,Selling margin Contribution Sales,Selling rate Sales Available selling time,Effectiveness Contribution Available selling time,Productivity Cont
20、ribution Total selling costs,Efficiency Available selling time Total selling costs,Utilization Available selling time Total sales time,Support intensity Support costs Total selling costs,Support leverage Total sales time Support costs,TREE PRODUCTIVITY,Unit of measure,* Footnote Source: Source,15,Ma
21、ximize shareholder value,Grow through cultural initiative,Redeploy assets,Improve core business performance,Grow through acquisition and/or merger,Adopt sound financing approach,VALUE CREATION,Unit of measure,* Footnote Source: Source,16,Real,Perceived,Clients relative ability to extract value,Corpo
22、rate center skills,Linkages between business units,Financial ownership fit,Industry restructure,Internal controller,Shared resources,Transfer of capability,Vertical integration,Differences in tax position,Existence of non-cases objectives,Inefficiencies in financial markets,Difference in valuation t
23、echnique,VALUE SOURCES,Unit of measure,* Footnote Source: Source,17,GANTT10,Header,Text,Unit of measure,* Footnote Source: Source,18,GANTT15,Header,Text,#,#,#,#,#,#,#,#,#,#,#,#,#,#,#,#,Unit of measure,* Footnote Source: Source,19,Text,Text,VENN 2,Unit of measure,* Footnote Source: Source,20,Text,Tex
24、t,Text,VENN 3,Unit of measure,* Footnote Source: Source,CONFIDENTIAL,Frequently Used Template,Data Driven,Template,June 2002,This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior wr
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