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es 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 Unit of measure * Footnote Source: Source 101 Customer Clients Distributors Competitors Suppliers 3CS TRIANGLE Unit of measure * Footnote Source: Source 102 Skills Shared values Strategy Staff Structure Systems Style A coherent set of actions aimed at gaining a sustainable advantage over petition The anization chart and acpanying baggage that show who reports to whom and how tasks are both divided up and integrated The people in the anization, 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 from daytoday 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 Capabilities possessed by the anization as a whole as distinct from the individuals. Some panies perform extraordinary feats with ordinary people 3S4S Unit of measure * Footnote Source: Source 103 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 anization as a whole as distinct from the individuals. Some panies 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 anization and mon to most of its members The processes and and procedures through which things get done from daytoday The anization chart and acpanying baggage that show who reports to whom and how tasks are both divided up and integrated The people in the anization, considered in terms of corporate demographics, not individual personalities A coherent set of actions aimed at gaining a sustainable advantage over petition 7S Unit of measure * Footnote Source: Source 104 Competitive position Low Medium High Product/market attractiveness Low Medium High BUSS PORTFOLIO Unit of measure * Footnote Source: Source 105 Change vision Chief Executive Leadership groups Down the line External constitution Commitment Conviction Courage Capability Individual activity Enabling devices CHANGE BOARD Unit of measure * Footnote Source: Source 106 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 Unit of measure * Footnote Source: Source 107 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 Unit of measure * Footnote Source: Source 108 Business Strategy Manufacturing Strategy Configuration Systems Research Focus Labor Policy Product Design Make vs. Buy Organization Process Design MANUFACTURING STRATEGY Unit of measure * Footnote Source: Source 109 Restructuring framework 1 5 4 3 2 PENTAGON Unit of measure * Footnote Source: Source 110 Benefit Price Competitive disadvantage Competitive advantage PRICE BENEFIT Unit of measure * Footnote Source: Source 111 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 Unit of measure * Footnote Source: Source 112 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 Unit of measure * Footnote Source: Source 113 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 Unit of measure * Footnote Source: Source 114 Selling margin Contribution