【正文】 c requirement and the operational methods of the client. This document focuses on one vertex of this triangular relationship. It would be wrong, however, to believe that you can achieve the impact we seek by focusing on one vertex. We need to consider all three in every study.,CRITICAL ELEMENTS FOR IMPACT,Successful strategy,Efficient operations,Effective organization,We only achieve impact when the organizations we serve are successful in implementing the strategies and operational methods we propose. However, a recent survey of engagements in which clients failed to implement proposed strategies found, in three cases out of four, that the client organization was not changeready or even capable of implementing the strategy we proposed. To ensure that we have impact, we need to consider organizational issues as we devise strategies. We must choose strategies the clients are ready and able to implement or complement our strategy work with investment in building the organization’s skills so that the organization can step up to the challenge the superior strategy poses,3 OUT OF 4 STRATEGIES THAT FAIL DO SO BECAUSE OF THE ORGANIZATION’S INABILITY TO EXECUTE,100%=340 responses,Percent,McKinsey recommendations flawed,Client not changeready or committed,Organization lacked the capabilities to execute strategy,Other,The demand for organizational work is increasing. Trends in the marketplace and the evolving nature of our clients largely explain this increase in demand. The pace of change in the marketplace is accelerating . A strategic choice or an operational innovation evokes a rapid reaction from competitor. Rarely can a durable competitive advantage be found in these choices. Rather it is the development of a unique organizational capability with the inherent flexibility and commitment to sustain worldclass performance that provides durable competitive advantage in these times of rapid change. The clients we serve are changing as well. They have increasingly hired inhouse strategic capabilities. Most have built strategy shops close to the CEO. Few, however, have the inhouse capability and objectivity to do the organizational work required to make change happen.,ORGANIZATIONAL WORK GROWING IN IMPORTANCE,Evolving marketplace Quickening pace of strategic adaptation Durable competitive advantage often rooted in unique organizational capabilities Evolving players Many businesses acquiring inhouse strategic capability Making change happen remains the “neglected art”,McKinsey’s engagement mix Percent of time,Increasing demand for help with organization issues and change management,Source: Survey of 23 MGMs across the Firm,The recent evolution in our clients has not been missed by our competitors. Each of our competitors has recently introduced a branded organizational element to their portfolio. Their organizational expertise figures prominently in their marketing campaigns.,COMPETITORS HAVE BRANDED ORGANIZATION TOOLS,McKinsey’s consulting approach must evolve as our clients evolve. These changes provoke a shift in the nature of our work and an evolution of the role of the associate on engagements. The increased demand for organizational work impacts associates directly. Associates are drawn into leadership roles on larger teams at an earlier point in their careers. This places greater emphasis on the need for associates to develop quite soon after joining McKinseysuperb team leadership skills.,EVOLUTION IN McKINSEY’S APPROACH,*Survey of 23 MGMs across the Firm,Before we dive into the organization materials, we should announce one critical caveat: the frameworks you are about to see are only as good as the judgment and insight used to fill them out. The frameworks are often mere checklists, useful tools to ensure you do not overlook a key dimension. The OP can provide interview guides and questionnaires that you can use to flesh out the frameworks, as well as applied examples in a range of settings. However, almost all organizational issues are “situation dependent”, and almost all client settings are unique. Your judgment, insight, creativity, and organizational acumen will determine whether you add value in the client setting .,A CRITICAL CAVEAT,“Garbage in, garbage out”,Organizational practice frameworks Checklists Surveys, questionnaires Applied examples,Garbage,Good judgment, keen insight, creativity, organizational acumen,Garbage,Client impact,A series of frameworks are available to help clients identify and address organizational limits on effectiveness or obstacles to change. They also point toward solutions. These frameworks help teams answer two fundamental questions: 182。 Built by relentless beforethefact strategies/visions. HPOs spend their time looking forward, not back. Their strategies drive relentlessly for both profitability and growth. 182。目前通常所謂的“小產(chǎn)權(quán)房”，也稱“鄉(xiāng)產(chǎn)權(quán)房”，是指由鄉(xiāng)鎮(zhèn)政府而不是國家頒發(fā)產(chǎn)權(quán)證的房產(chǎn)。 一般意義上的商品房相比，“小產(chǎn)權(quán)房”沒有土地出讓金概念，也沒有開發(fā)商瘋狂的利潤攫取，所以，“小產(chǎn)權(quán)房”的價格，一般僅是同地區(qū)商品房價格的1/3甚至更低。 既然是合法的，那么鄉(xiāng)產(chǎn)權(quán)房是否可以購買和轉(zhuǎn)讓呢？根據(jù)《中華人民共和國土地管理法》的規(guī)定，農(nóng)民集體所有的土地的使用權(quán)不得出讓、轉(zhuǎn)讓或者出租用于非農(nóng)業(yè)建設(shè)。 小產(chǎn)權(quán)和大產(chǎn)權(quán) 全部產(chǎn)權(quán)（大產(chǎn)權(quán)） 國務(wù)院《關(guān)于繼續(xù)積極穩(wěn)妥地進(jìn)行城鎮(zhèn)住房制度改革的通知》中規(guī)定：凡按市場價購買的公房，購房者能夠擁有全部產(chǎn)權(quán)。在這里，房屋的全部產(chǎn)權(quán)與房屋的所有權(quán)是等同的，只不過是二者的提法有所不同。職工購房后另外擁有部分產(chǎn)權(quán)，可以繼承和出售，但出售要在購買5年以后才能進(jìn)行，原售房的產(chǎn)權(quán)單位有優(yōu)先購買權(quán)，售房的收入在扣除相關(guān)稅費(fèi)后，按個人與單位或政府各自所占的產(chǎn)權(quán)比例進(jìn)行分配。記者看到，該書以古書形式裝訂，圖文并茂，浩浩巨帖，首尾一規(guī)，點畫嚴(yán)謹(jǐn)，毫無懈怠。長時間的書寫讓他感受頗深，有一天凌晨他還即興寫了一首八言詩，表達(dá)感慨?！毙斓钔バπφf，由于最近幾年書寫密集，頸椎、手腕等都出現(xiàn)不適，家人也勸他別寫了或少寫點，但他說停不下來了，身不由已。,