麥肯錫分析問題的框架和思路英文-文庫吧資料
2024-10-22 06:56本頁面
【正文】 anization chart and acpanying baggage that show who reports to whom 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 daytoday The people in the anization, considered in terms of corporate demographics, not individual personalities Capabilities possessed by the anization as a whole as distinct from the individuals. Some panies perform extraordinary feats with ordinary people C u s t o m e rC l i e n t sD i s t r i b u t o r sC o m p e t i t o r sS u p p l i e r sCompetitive positionLowMediumHighP r o d u c t / m a r k e t a t t r a c t i v e n e s sLow M e d i u m H i g hCommitment Capability Conviction Courage 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 Institutional izing a change mindset 1. Preparing for change 2. Bringing about change 3. Sustaining change Launching change . . . P r o f i t s P r o d u c t l i n e e c o n o m i c s D o l la r s N u m b e r o f p r o d u c t s C o n t r ib u t io n F i x e d c o s t s C o s tP r i c eS p r e a dC a p a c i t yD e m a n dVision and Leadership Organizational Infrastructure Performance measurement People development Communications Problem solving 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 ? Action plans sufficient to achieve goals ? Agreement on objectives by line management ? Management of high involvement process ? Visible
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