某咨詢(xún)統(tǒng)計(jì)分析圖表總匯(編輯修改稿)
2025-03-31 23:09 本頁(yè)面
【文章內(nèi)容簡(jiǎn)介】 collectively behave with respect to use of time, attention, and symbolic actions The people in the anization, considered in terms of corporate demographics, not individual personalities The anization chart and acpanying baggage that show who reports to whom and how 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 anization and mon 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 petition Capabilities possessed by the anization as a whole as distinct from the individuals. Some panies perform extraordinary feats with ordinary people Staff Systems Style Shared Values Structure Skills Strategy 2S5S * 資料來(lái)源： Unit of measure 106 Competitive position Low Medium High Product/market attractiveness Low Medium High BUSS PORTFOLIO * 資料來(lái)源： Unit of measure 107 Change vision Chief Executive Leadership groups Down the line External constitution Commitment Conviction Courage Capability Individual activity Enabling devices CHANGE BOARD * 資料來(lái)源： Unit of measure 108 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 implementation ? 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 2way munications ? People’s understanding, belief and contribution 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 * 資料來(lái)源： Unit of measure 109 Natural owner Relative ability to extract value Low Medium Valuecreation 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 manage for code or liquidate Probably divest Divest Divest or liquidate MACS * 資料來(lái)源： Unit of measure 110 Business Strategy Manufacturing Strategy Configuration Systems Research Focus Labor Policy Product Design Make vs. Buy Organization Process Design MANUFACTURING STRATEGY * 資料來(lái)源： Unit of measure 111 Restructuring framework 1 5 4 3 2 PENTAGON * 資料來(lái)源： Unit of measure 112 Benefit Price Competitive disadvantage Competitive advantage PRICE BENEFIT * 資料來(lái)源： Unit of measure 113 Appraise performance and prospects Develop strategy 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 SMILE CHART * 資料來(lái)源： Unit of measure 114 3. Create and pursue a unique advantage 2. Resegment the market to create a niche 4. Exploit unique advantage industrywide 1. Do more and better of the same When to pete STRAT GAMEBOARD * 資料來(lái)源： Unit of measure 115 Stage 1 Stage 2 Stage 3 Stage 4 Value system Strategic manage ment Externally orientated planning Forecast based planning Budget planning Meet budget and schedule Predict the future Think strategically Create the future STRAT MANAGE * 資料來(lái)源： Unit of measure 116 Selling margin Contribution Sales Selling rate Sales Available selling time Effectiveness Contribution Available selling time Productivity Contribution Total selling costs Efficiency Available selling time Total selling costs Utilization Available selling time Total sales time Support intensity Support costs Total selling costs Support leverage To
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