【正文】 tability and implementation of new convenience strategy Critical skills ? Conscientious, responsible ? Basic math and writing skills ? Old skills, plus… ? Good instincts about how to affect profits ? Leadership qualities Criteria ? Task pletion ? Financial performance ? Old criteria plus added emphasis on… ? Customer service ? Inventory management ? Store appearance ? The second analysis contrasted the percentage of time spent on critical tasks under current practices and envisioned in the future. ? CONTRAST ANALYSIS BY PERCENTAGE OF TIME SPENT Pivotal job: area operations manager 100% Current Proposed 3520402015301030?Tailor products, services, pricing, and promotion to segments ??Search for new business ??Evaluate business and customer service performance ?Expand oneonone time with SM and associates ?? Train and motivate facetoface for customer service, inventory management… ??Encourage SM to innovate ?Clerical support should eliminate tasks ?Clerical support should eliminate tasks Short vendor contacts ? Recruiting SM and ? pharmacist Disciplining ? Balancing inventory ? Followup on telephone ? messages Inventories ? Paperwork ? Putting out fires ? Monitoring pliance ? –Policies –Planograms Answering surveys ? Filling out appraisals ? District reports ? Merchant/owner Coach Player Administraor ? The 3S winning formula sets the standards, goals, and mission of the anization. How do you get people (particularly pivotal jobholders) to actually follow those goals? While you can dictate what skills and shared values you want , the anization must provide guidance, motivation, and monitoring to see that the right decisions are made. This is provided through the other Ss – structure, systems, staff, and style. Collectively known as the ―design levers‖, each of these four should be set by considering the specific skills and shared values you want to instill in the anization’s people – and balancing them with other designs that might be suggested by other specific skills and shared values needed. 182。Shared values. Simple, agreedupon principles that say what is important around here. Taken together, the first 3Ss define the pany’s vision: an overriding goal that people in the anization strive to achieve。 Energized by an extraordinarily intense, performancedriven environment. HPOs have a demanding, occasionally punishing, work pace. There is real accountability, especially at the top. HPOs, while being very good places to work, are not always nice places to work. ? ATTRIBUTES OF AN HPO Driven by leader ?Very high performance aspirations held by all key leaders ?Demanding, ―unreasonable‖ CEOs ?Effective working group at top ?Ability to perate to micro level of their businesses ?Singleminded adherence to simple, clear success measuresnot just financial ?Productive ―fear of failure‖ Built by relentless pursuit of beforethefact strategies/vision ?Highly motivating, if not inspiring, ―end‖ state ?Frequently oriented toward industry leadership ?Consistently striving for both profitability and growth ?Passionate defenders of core businesses ?Understanding of how industry(s) works, what customers want, and what petitors can do and how these might change Energized by an extraordinarily intense, performance driven environment ?Demanding, occasionally punishing, work pace。 and hard copies of them can be requested from PDNet Express, which will deliver them in 24 hours The contents of this document have been adapted for local training sessions through ―Switching Tracks‖ — OP’s firstyear module videotape, which municates the basic concepts in a concise and visual way using an actual client — The Scandinavian Railroad Company. It is 40 minutes long and should be presented in 3 short segments. Between these segments, the faculty member runs the attached exercises, adds any mentary he/she considers necessary to clarify the concepts, and provides personal experience on selected topics. A copy of the videotape and moderator’s guide with exercises can be requested from the Firm ? This document seeks to answer 4 questions SECTION 1 Why do associates need to consider anizational issues in every engagement? SECTION 2 What frameworks do we use to help our clients improve anizational performance? SECTION 3 What role does an associate play in anization work? SECTION 4 Where can an associate find out more? ? McKinsey’s mission is to have lasting and substantial impact on our clients. To succeed, we need to work all three of the critical elements: choose the best strategy, develop worldclass operations, align the anization. These three elements both reinforce and constrain each other. The best strategy is only relevant if it is operationally and anizationally feasible. The optimal anizational design depends upon the strategic 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 anization ? We only achieve impact when the anizations 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 anization was not changeready or even capable of implementing the strategy we proposed. To ensure that we