麦肯锡分析问题的框架和思路（英文）011

1、systems 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

2、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 a

3、imed 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 gain

4、ing 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 bo

5、th 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 perso

6、nalities 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 a

7、ctions 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

8、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,

9、not individual personalities capabilities possessed by the organization as a whole as distinct from the individuals. some companies perform extraordinary feats with ordinary people customer clients distributors competitors suppliers competitive position lowmediumhigh product/market attractiveness lo

10、wmediumhigh commitmentcapability convictioncourage 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 instit

11、utional- izing a change mindset 1. preparing for change 2. bringing about change 3. sustaining change launching change . . . profits product line economics dollars number of products contribution fixed costs cost price spread capacitydemand vision and leadership organizational infrastructure perform

12、ance measurement people development communications problem solving process implementation or near implementation of required structure and systems flow of 2-way communications peoples understanding, belief and contribution to act on vision and action plans accurate measurement of action and results

13、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 progra

14、m implementation change in actual behavior p delta terminal or continuing value discount at wacc year1234 business entity value 100% costs 1 reconfigure rebalance 2 3 new configuration existing configuration reduce logistics service level natural owner relative ability to extract value lowmedium val

15、ue-creation potential in business unit high corporate centre skills business unit linkages taxation/ valuation differences industry attractiveness competitive position restructuring/rationalization opportunities “one of the pack” retain and give priority retain and manage for code or liquidate retai

16、n and give top priority probably divest divest divest or liquidate lowhigh lowhigh entry risk opportunity cost quantum leap parallel programs cash program hybrid step step by step outside niche step 100% right leap frog exit acquisition joint venture values business priorities people practices produ

17、ct and process design and supplier polices manufacturing and assembly process product necessary support 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,

18、 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” banker

19、s “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 (e.g. consumer, rural and commercia

20、l) 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 performancep i n d u s t r y changes in structure s cumulative development effort performance appraise performance and prospects develop strateg

21、y define and appraise skills 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 service requirementsapplication economics distribution channelsproduct/service features sdfs customer usageenvironmental for

22、ces 3. create and pursue a unique advantage same game across the board 2. resegment the market to create a niche 4. exploit unique advantage industrywide new game selective 1. do more and better of the same how to compete where to compete when to compete budget planning forecast based planning exter

23、nally orientated planning strategic manage- ment predict the future think strategically create the future stage 1 stage 2 stage 3 stage 4 value system meet budget and schedule productivity contribution total selling costs selling margin contribution sales selling rate sales available selling time ut

24、ilization 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 maximize shareholder value grow through cultural initiative redeploy assets improve core business performance grow through acquisition a