麦肯锡分析问题的框架和思路.ppt

麦肯锡分析问题的框架和思路.ppt

《麦肯锡分析问题的框架和思路.ppt》由会员分享，可在线阅读，更多相关《麦肯锡分析问题的框架和思路.ppt（26页珍藏版）》请在冰豆网上搜索。

SystemsThewaymanagerscollectivelybehavewithrespecttouseoftime,attention,andsymbolicactionsThepeopleintheorganization,consideredintermsofcorporatedemographics,notindividualpersonalitiesTheorganizationchartandaccompanyingbaggagethatshowwhoreportstowhomandhowtasksarebothdividedupandintegratedThoseideasofwhatisrightanddesirable（incorporateand/orindividualbehavior）whicharetypicaloftheorganizationandcommontomostofitsmembersTheprocessesandproceduresthroughwhichthingsgetdonefromdaytodayAcoherentsetofactionsaimedatgainingasustainableadvantageovercompetitionStrategyCapabilitiespossessedbytheorganizationasawholeasdistinctfromtheindividuals.SomecompaniesperformextraordinaryfeatswithordinarypeopleSkillsStaffStyleSharedValuesStructureAcoherentsetofactionsaimedatgainingasustainableadvantageovercompetitionThoseideasofwhatisrightanddesirable（incorporateand/orindividualbehavior）whicharetypicaloftheorganizationandcommontomostofitsmembersTheorganizationchartandaccompanyingbaggagethatshowwhoreportstowhomandhowtasksarebothdividedupandintegratedThewaymanagerscollectivelybehavewithrespecttouseoftime,attentionandsymbolicactionsTheprocessesandproceduresthroughwhichthingsgetdonefromday-to-dayThepeopleintheorganization,consideredintermsofcorporatedemographics,notindividualpersonalitiesSkillsSharedvaluesStrategyStaffStructureSystemsCapabilitiespossessedbytheorganizationasawholeasdistinctfromtheindividuals.SomecompaniesperformextraordinaryfeatswithordinarypeopleStyleStyleStructureStaffStrategySystemsSkillsSharedvaluesAcoherentsetofactionsaimedatgainingasustainableadvantageovercompetitionThoseideasofwhatisrightanddesirable（incorporateand/orindividualbehavior）whicharetypicaloftheorganizationandcommontomostofitsmembersTheorganizationchartandaccompanyingbaggagethatshowwhoreportstowhomandhowtasksarebothdividedupandintegratedThewaymanagerscollectivelybehavewithrespecttouseoftime,attentionandsymbolicactionsTheprocessesandproceduresthroughwhichthingsgetdonefromday-to-dayThepeopleintheorganization,consideredintermsofcorporatedemographics,notindividualpersonalitiesCapabilitiespossessedbytheorganizationasawholeasdistinctfromtheindividuals.SomecompaniesperformextraordinaryfeatswithordinarypeopleCommitmentCapabilityConvictionCourageEnablingdevicesIndividualactivityChangevisionChiefexecutiveDownthelineExternalconstituentsLeadershipgroupsDevelopingfeltneed.andvision.amplifyingchangeandbuildingskills.andreinforcingchangeInstitutional-izingachangemindset1.Preparingforchange2.Bringingaboutchange3.SustainingchangeLaunchingchange.VisionandLeadershipOrganizationalInfrastructurePerformancemeasurementPeopledevelopmentCommunicationsProblemsolvingprocessImplementationornearimplementationofrequiredstructureandsystemsFlowof2-waycommunicationsPeoplesunderstanding,beliefandcontributiontoactonvisionandactionplansAccuratemeasurementofactionandresultsClearaccountabilitiesEarlywinsActionplanssufficienttoachievegoalsAgreementonobjectivesbylinemanagementManagementofhigh-involvementprocessVisibledemonstrationofnewvisionandvaluesbyclientleadershipClientmanagers（particularlymiddlemanagement）haveskilltoleadprogramimplementationChangeinactualbehaviorPDeltaGovernmentderegulationoftheindustryLicensingof16new（mainlyforeign）banksFreeing-upofmostinterestratesVirtuallyunrestrictedentryintoforeignexchangedealingAvailabilityofnew,low-costnetworkingtechnologyATMsLow-cost,high-speeddatacommunicationslinks“Smart”plasticcardsSubstantiallyreducedconcentrationInfluxofnew“players”withdiversemethods,valuesandbackgrounds,etc.Formationofstrategicgroupsofbanks“Full-line/high-tech/maximize-share”bankers“Niche”bankersIncumbentbanksstuckwithhigh-cost“bricksandmortar”networks;entrantsabletouseelectronic/plasticnetworksmoreintensivelyIncreasedpricerivalry,especiallyincommercialsegmentandforeignexchangeIncreasedfocusonmarketsegments（e.g.consumer,ruralandcommercial）throughProductsOutletsStafftrainingReducedmarginsReducedcostsImprovedservicePRODUCERSExternalshocksChangesinConductCChangesinPerformancePINDUSTRYChangesinStructureSProductivityContributionTotalsellingcostsSellingmarginContributionSalesSellingrateSalesAvailablesellingtimeUtilizationAvailablesellingtimeTotalsalestimeSupportintensitySupportcostsTotalsellingcostsEffectivenessContributionAvailablesellingtimeEfficiencyAvailablesellingtimeTotalsellingcostsSupportleverageTotalsalestimeSupportcostsProductofferingPlacePricePositioningpromotionProductPackagePRODUCERSINDUSTRYtructureSonductCerformancePExternalshocksFeedbackPRODUCERSChangesinConductCChangesinPerformancePINDUSTRYChangesinStructureS