麦肯锡7s详解.ppt

,Structure,Staff,Systems,Style,Skills,SharedValues,Strategy,Supportingorganization,Centralized,Thewinningformula,7-SFRAMEWORK,Singlenoblepurpose,Strategy,Skills,SharedValues,Structure,Staff,Style,Systems,7-SFRAMEWORK:,ThewinningformulasetsthegoalsandstandardsfortheorganizationsandidentifiesthekeyskillsrequiredThesupportingorganizationprovidesquidance,motivationandmonitoringtoseethattherightdecisionsaremade,Singlenoblepurpose,Thewinningformula,Supportingorganization,Strategy,Skills,SharedValues,Structure,Staff,Style,Systems,7-SFRAMEWORK:STRATEGY,AnintegratedsetofactionstodeliveraSuperiorvaluetoachosensetofCustomerswithacoststructurethatAllowscontinuingexcellentreturns,Whichcustomersdoesthecompanytarget?,Whichproducts/servicesdoesitoffer?,Howcanitserveitscustomerseffective?Howcanthecompanybuildasustainableadvantageovercompetition?,Whatarethestrategicprioritiesforthecompany?Whataretheactionsrequiredacrossdifferentfunctionalelements.,Strategy,Skills,SharedValues,Structure,Staff,Style,Systems,7-SFRAMEWORK:SHAREDVALUES,Howdopeopleintheorganizationdescribethewaywedothingsaroundhere?E.g.,-Howdecisionsaretaken-Howimportantstakeholdersaredealtwith-Howthinggetdown-Whatpreoccupiesseniormanagement,Thoseideasofwhatisrightanddesirable(inCorporateand/orindividualbehavior)whichAretypicaloftheorganizationandcommonTomostofitsmembers,Howdopeopleintheorganizationdescribethewayinwhichitisdistinctive?,Whichthingsgetmostandleastmanagementattention?E.g.,-Markets,productlines-Organizationalunits-Shortversuslongtermissues,Strategy,SharedValues,Structure,Staff,Style,Systems,7-SFRAMEWORK:SKILLS,CapabilitiespossessedbytheorganizationAsawholeasdistinctfromthoseofindividuals,Skills,whatbusinessactivitiesimportanttoitssuccessisthecompanydistinctivelygoodatperforming?,Whatbusinessactivitiesimportanttoitssuccessisthecompanyweakatperforming?,.,Howareimportantbusinessactivitieschanging?,Whatimportantmanagementactivitiesmustthecompanyperformmuchbetterthanitdoesnow?-Non-businesssystemfunctione.g.,peopledevelopment,industrialrelations,etc.-Specialmanagementchallengese.g.,multi-productlinemanagement,resourcedeployment,Strategy,Skills,SharedValues,7SFRAMEWORK:THEWINNINGDORMULA,Vision,ActivitiestheorganizationMustbereallygoodatinorderTodeliverwinningvalueproposition,AnintegratedsetofactionsTodeliverasuperiorValue(benefitsminusPrice)toachosensetOfcustomers,withaCoststructurethatAllowscontinuingExcellentreturns,TheoverridinggoaloftheorganizationAclear,compellingstatementofwhatItaspirestobecomethatisdemandingbutAchievableandreflectsafact-basedviewOfthefuture,ThecommonlyheldbeliefsoftheOrganizationsimpletermsthatsayWhatsimportantaroundhere,Strategy,Skills,SharedValues,Structure,Staff,Style,Systems,7-SFRAMEWORK:SYSTEMS,TheProcessandproceduresthroughwhichthingsgetdonefromdaytoday,Whatarethemostimportantmanagementprocessesthattopmanagementusestorunanorganization.E.g.,-Annualstrategyreviews-Monthlyoperatingreviews-ManagementbywalkingaroundWhatarethemostimportantsystemsintheorganization?Howwellaretheymanaged?Whatvariablesaremonitoredandcontrolledmostclosely?Howrelevant,accurate,andreliableistheinformationgenerated?,Strategy,Skills,SharedValues,Structure,Staff,Style,System,7-SFRAMEWORK:STYLE,ThewaymanagerscollectivelybehavewithRespecttouseoftime,attentionandsymbolicactions,Howdoestopmanagementmakedecisions?ConsultationversussolitaryRelianceondataversusexperience,Howdoesmanagementseektomotivateemployees?-Orders-Compensationandfringebenefits-Internalcompetition-Participation,Howdoestopmanagementviewitsownprincipalrole?Monitoring,reviewingMakingtoughdecisionsdirectlyStayingontopofinternaloperationsChangingcourse,settingdirection,Strategy,Skills,SharedValues,Structure,Staff,Style,System,7-SFRAMEWORK:STRUCTURE,AnorderlyandpredictablesystemtodetermineWhoreportstowhomandhowtasksareDividedupandintegrated,Whatisthebasisstructuralformoftheorganization?E.g.,CentralizedversusdecentralizedProductversuscustomergroupGeographicalcoverage.WhatisthetopmanagementStructure?.Whatistheapproachto(corporate)staff?E.g.,.Largeversussmall.Howarethekeyfunctionsorganized?E.g.,R&D:Projectbasedversuson-goingMarketing:CentralizedversusperbusinessunitSales:bycustomergrouporgeographic,Systems,SKILLSUPPORTATMcDONALDSUSINGORGANIZATIONDESIGN,Structure,SkillsQualitycontrol,Staff,Style,Centralizedbuyingtocontrolcontent,Thestructure,staff,SystemsandstyleofTheorganizationhasTobecarefullyDesignedtosupportEachMacroskillNecessaryforsuccess,Hard-nosed,rigidattitudeonhowtorunthebusiness,InspectionsFranchiseexpansionbasedonhighgradesonpriorinspectionsManyproceduresmechanisms,aimedbuildingemployeeenthusiasm,loyaltyProceduresforconsistentfoodpreparationincludinga600pagemanual,Owneroperators$40millionHamburgerUniversityPromotionfromwithintobuildexperience,Strategy,Skills,SharedValues,Structure,Staff,Style,System,7-SFRAMEWORK:STAFF,Thepeopleintheorganization,consideredinTermsofcorporatedemographics,notindividualp