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咨詢圖形樣板庫(編輯修改稿)

2026-01-31 17:24 本頁面

　

【文章內(nèi)容簡介】 e 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 103 Competitive position Low Medium High Product/market attractiveness Low Medium High BUSS PORTFOLIO 104 Change vision Chief Executive Leadership groups Down the line External constitution Commitment Conviction Courage Capability Individual activity Enabling devices CHANGE BOARD 105 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 106 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 107 Business Strategy Manufacturing Strategy Configuration Systems Research Focus Labor Policy Product Design Make vs. Buy Organization Process Design MANUFACTURING STRATEGY 108 Restructuring framework 1 5 4 3 2 PENTAGON 109 Benefit Price Competitive disadvantage Competitive advantage PRICE BENEFIT 110 Real Perceived Client’s relative ability to extract value Corporate center skills Linkages between business units Financial ownership fit Industry restructure Internal controller Shared resources Transfer of capability Vertical integration Differences in tax position Existence of noncases objectives Inefficiencies in financial markets Difference in valuation technique VALUE SOURCES 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 113 Stage 1 Stage 2 Stage 3 Stage 4 Value system Strategic manage ment Externally orientated planning Forecast

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