1、CONFIDENTIAL,Frequently Used Template,Conceptual,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 written approval from McKinsey it is not a complete record
2、of the discussion.,1,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,2X2 CUBED,Unit of measure,* Footnote Source: Source,2,2X2 TOWER,Unit of measure,* Footnote Source: Source,3,5PS MARKETING,Place,Price,Product,Package,Positioning promotion,Product offering,Unit of measure,* Footnote Source: Sourc
3、e,4,Strategy,Skills,Systems,Staff,Shared values,Structure,Style,7S,Unit of measure,* Footnote Source: Source,5,ARROW 3D,Unit of measure,* Footnote Source: Source,6,CUBES1 3D,Unit of measure,* Footnote Source: Source,7,CUBES2 3D,Unit of measure,* Footnote Source: Source,8,CUBES3 3D,Unit of measure,*
4、Footnote Source: Source,9,Text,Text,Text,Text,CUTOUT 3D,Unit of measure,* Footnote Source: Source,10,New entrant,Suppliers,Industry competitors,Buyers,Substitutes,FORCES AT WORK,Unit of measure,* Footnote Source: Source,11,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,JOINT,Unit of measure,* Foo
5、tnote Source: Source,12,Text,Text,Text,Text,LEVEL SEPARATE 4,Unit of measure,* Footnote Source: Source,13,Text,Text,Text,LINEAR A 3D,Unit of measure,* Footnote Source: Source,14,Text,Text,Text,Text,LINEAR B 3D,Unit of measure,* Footnote Source: Source,15,Text,Text,Text,LINEAR C 3D,Unit of measure,*
6、Footnote Source: Source,16,Text,Text,Text,LINEAR D 3D,Unit of measure,* Footnote Source: Source,17,Text,Text,Text,Text,LINEAR E 3D,Unit of measure,* Footnote Source: Source,18,Text,Text,Text,LINEAR G 3D,Unit of measure,* Footnote Source: Source,19,Text,Text,LINEAR I 3D,Unit of measure,* Footnote Sou
7、rce: Source,20,Text,Text,Text,Text,LINEAR J 3D,Unit of measure,* Footnote Source: Source,21,Text,LINEAR N 3D,Text,Text,Text,Unit of measure,* Footnote Source: Source,22,Text,Text,Text,LINEAR P 3D,Unit of measure,* Footnote Source: Source,23,LINEAR Q 3D,Text,Text,Unit of measure,* Footnote Source: So
8、urce,24,Text,Text,LINEAR Q 3D,Unit of measure,* Footnote Source: Source,25,Plan,Implement,Support,LINKS 3,Unit of measure,* Footnote Source: Source,26,PERSPECTIVE 3D,Unit of measure,* Footnote Source: Source,27,Text,Text,Text,PROPELLER 3D,Unit of measure,* Footnote Source: Source,28,RINGS 3D,Unit of
9、 measure,* Footnote Source: Source,29,Text,SCALE,Text,Unit of measure,* Footnote Source: Source,30,Text,Text,SCALES,Unit of measure,* Footnote Source: Source,31,Text,Text,Text,Text,Text,Text,SIZES IN,Unit of measure,* Footnote Source: Source,32,SPIRAL1 3D,Unit of measure,* Footnote Source: Source,33
10、,Spiral,Brakes,Tube in tube,SPIRAL2 3D,Unit of measure,* Footnote Source: Source,34,Text,Text,Text,Text,SPOTLIGHT,Unit of measure,* Footnote Source: Source,35,Text,Text,Text,Text,Text,Text,STAIRCASE,Unit of measure,* Footnote Source: Source,36,STARS 3D,Unit of measure,* Footnote Source: Source,37,Te
11、xt,Text,WIRE CUBES,Unit of measure,* Footnote Source: Source,38,Text,Text,Text,Text,Text,Text,Text,ARROWS,Unit of measure,* Footnote Source: Source,39,LEVEL 1,Text,Unit of measure,* Footnote Source: Source,40,LEVEL 2,Text,Text,Unit of measure,* Footnote Source: Source,41,LEVEL 3,Text,Text,Text,Unit
12、of measure,* Footnote Source: Source,42,LEVEL 4,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,43,LEVEL 5,Text,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,44,LEVEL 6,Text,Text,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,45,FLOW 2,Text,Text,Unit of m
13、easure,* Footnote Source: Source,46,Text,FLOW 2 TITLE,Text,Text,Unit of measure,* Footnote Source: Source,47,FLOW 3,Text,Text,Text,Unit of measure,* Footnote Source: Source,48,Text,FLOW 3 TITLE,Text,Text,Text,Unit of measure,* Footnote Source: Source,49,FLOW 4,Text,Text,Text,Text,Unit of measure,* F
14、ootnote Source: Source,50,Text,FLOW 4 TITLE,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,51,FLOW 5,Text,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,52,Text,FLOW 5 TITLE,Text,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,53,FLOW 6,Text,Text,Text,Text
15、,Text,Text,Unit of measure,* Footnote Source: Source,54,Text,FLOW 6 TITLE,Text,Text,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,55,BLADES,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,56,BOX,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,57,BOX,Text,T
16、ext,Text,Text,Unit of measure,* Footnote Source: Source,58,CYCLE 1,Text,Text,Text,Unit of measure,* Footnote Source: Source,59,CYCLE 2,Text,Text,Unit of measure,* Footnote Source: Source,60,CYCLE 3,Text,Text,Text,Unit of measure,* Footnote Source: Source,61,CYCLE 4,Text,Text,Text,Text,Unit of measur
17、e,* Footnote Source: Source,62,CYCLE 5,Text,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,63,CYCLE 6,Text,Text,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,64,CYCLE 7,Text,Text,Text,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,65,CYCLE 8,Text,Text,Te
18、xt,Text,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,66,Text,INCOMING,Text,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,67,RIBBON,Text,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,68,RING,Text,Text,Text,Text,Text,Unit of measure,* Footnote Source: S
19、ource,69,UPON 2,Text,Text,Unit of measure,* Footnote Source: Source,70,CONTINUOUS,Text,Text,Text,Text,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,71,CUTOUT,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,72,LINEAR A,Text,Text,Text,Unit of measure,* Footnote Source: So
20、urce,73,LINEAR B,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,74,LINEAR C,Text,Text,Text,Unit of measure,* Footnote Source: Source,75,LINEAR D,Text,Text,Text,Unit of measure,* Footnote Source: Source,76,LINEAR E,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,77,LINEAR
21、 F,Text,Text,Text,Unit of measure,* Footnote Source: Source,78,LINEAR G,Text,Text,Text,Unit of measure,* Footnote Source: Source,79,LINEAR H,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,80,LINEAR I,Text,Text,Unit of measure,* Footnote Source: Source,81,LINEAR J,Text,Text,Text,Text,U
22、nit of measure,* Footnote Source: Source,82,LINEAR K,Text,Text,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,83,LINEAR N,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,84,LINEAR P,Text,Text,Text,Unit of measure,* Footnote Source: Source,85,LINEAR Q,Text,Text,Unit of me
23、asure,* Footnote Source: Source,86,PROPELLER,Text,Text,Text,Unit of measure,* Footnote Source: Source,87,STEP 5,Text,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,88,Text,Text,Text,Text,2 ON 1,Unit of measure,* Footnote Source: Source,89,Text,Text,Text,Text,Text,Text,AGAINST,Unit of
24、measure,* Footnote Source: Source,90,Text,Text,Text,Text,Text,AT WORK,Unit of measure,* Footnote Source: Source,91,Text,Text,COUPLED HORIZ,Unit of measure,* Footnote Source: Source,92,Text,Text,COUPLED VERT,Unit of measure,* Footnote Source: Source,93,Text,Text,Text,Text,FOCUSED,Unit of measure,* Fo
25、otnote Source: Source,94,New entrant,Suppliers,Industry competitors,Buyers,Substitutes,FORCES AT WORK,Unit of measure,* Footnote Source: Source,95,Text,Text,Text,PARALLEL,Unit of measure,* Footnote Source: Source,96,Text,Text,Text,Text,SPLIT,Unit of measure,* Footnote Source: Source,97,Text,SURROUND
26、,Unit of measure,* Footnote Source: Source,98,Text,Text,TWISTED,Unit of measure,* Footnote Source: Source,99,Text,Text,UP & AWAY,Unit of measure,* Footnote Source: Source,100,Text,Text,UP & DOWN,Unit of measure,* Footnote Source: Source,101,The way managers collectively behave with respect to use of
27、 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 rig
28、ht 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,Capabiliti
29、es 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 Source: Source,102,Customer,Clients,Distributors,Competitors,Supp
30、liers,3CS TRIANGLE,Unit of measure,* Footnote Source: Source,103,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 accompanying baggage that show who reports to whom and how tasks
31、 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,The processes and procedures through which things get done
32、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 the individuals. Some companies perform extraordinary fe
33、ats with ordinary people,3S-4S,Unit of measure,* Footnote Source: Source,104,Style,Structure,Staff,Strategy,Systems,Skills,Shared values,The way managers collectively behave with respect to use of time, attention and symbolic actions,Capabilities possessed by the organization as a whole as distinct
34、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,The processes and and procedures through which things get
35、 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 personalities,A coherent set of actions aimed at gaining
36、a sustainable advantage over competition,7S,Unit of measure,* Footnote Source: Source,105,Competitive position,Low,Medium,High,Product/market attractiveness,Low,Medium,High,BUSS PORTFOLIO,Unit of measure,* Footnote Source: Source,106,Change vision,Chief Executive,Leadership groups,Down the line,Exte
37、rnal constitution,CHANGE BOARD,Unit of measure,* Footnote Source: Source,107,Delta P,Vision and Leadership,Organizational Infrastructure,Performance Measurement,People Development,Communications,Problem Solving Process,Client managers (particularly middle management) have skill to lead program imple
38、mentation 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 communications Peoples understanding, belief and contr
39、ibution 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,108,Natural owner,Relative ability to extract value,Low,Medium,
40、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 priority,Retain and give priority,Retain and ma
41、nage for code or liquidate,Probably divest,Divest,Divest or liquidate,MACS,Unit of measure,* Footnote Source: Source,109,Business Strategy,Manufacturing Strategy,Configuration,Systems,Research Focus,Labor Policy,Product Design,Make vs. Buy,Organization,Process Design,MANUFACTURING STRATEGY,Unit of m
42、easure,* Footnote Source: Source,110,Restructuring framework,1,5,4,3,2,PENTAGON,Unit of measure,* Footnote Source: Source,111,Benefit,Price,Competitive disadvantage,Competitive advantage,PRICE BENEFIT,Unit of measure,* Footnote Source: Source,112,Appraise performance and prospects,Develop strategy,R
43、edesign 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,113,3.,Create and pursue a unique advantage,2.,Resegment the market to create a niche,4.,Exploit uni
44、que advantage industrywide,1.,Do more and better of the same,When to compete,STRAT GAMEBOARD,Unit of measure,* Footnote Source: Source,114,Stage 1,Stage 2,Stage 3,Stage 4,Value system,Strategic manage- ment,Externally orientated planning,Forecast based planning,Budget planning,Meet budget and schedu
45、le,Predict the future,Think strategically,Create the future,STRAT MANAGE,Unit of measure,* Footnote Source: Source,115,Selling margin Contribution Sales,Selling rate Sales Available selling time,Effectiveness Contribution Available selling time,Productivity Contribution Total selling costs,Efficienc
46、y 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,116,Maximize shareholder value,Grow through
47、 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,117,Real,Perceived,Clients relative ability to extract value,Corporate center skills,Linkages between
48、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 technique,VALUE SOURCES,Unit of measure,
