McKinsey图形库

1、0000p1eyymmdd.chargexxxpr0texttexttexttextlevel separate 40000p1eyymmdd.chargexxxpr1planimplementsupportlinks 30000p1eyymmdd.chargexxxpr2texttexttexttexttexttexttexttexttexttext2x2 cubed0000p1eyymmdd.chargexxxpr32x2 tower0000p1eyymmdd.chargexxxpr4texttexttexttexttexttextsizes in0000p1eyymmdd.chargex

2、xxpr5texttexttexttexttexttexttexttexttexttextjoint0000p1eyymmdd.chargexxxpr6texttexttexttextspotlight0000p1eyymmdd.chargexxxpr7texttexttexttexttexttextstaircase0000p1eyymmdd.chargexxxpr8strategyskillssystemsstaffshared valuesstructurestyle7s0000p1eyymmdd.chargexxxpr9new entrantsuppliersindustrycompe

3、titorsbuyerssubstitutesforces at work0000p1eyymmdd.chargexxxpr105ps marketingplacepriceproductpackagepositioning promotionproduct offering0000p1eyymmdd.chargexxxpr11texttextwire cubes0000p1eyymmdd.chargexxxpr12texttexttexttextcutout 3d0000p1eyymmdd.chargexxxpr13texttexttextlinear a 3d0000p1eyymmdd.c

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17、d.chargexxxpr88texttexttexttexttexttextagainst0000p1eyymmdd.chargexxxpr89texttexttexttexttextat work0000p1eyymmdd.chargexxxpr90new entrantsuppliersindustry competitorsbuyerssubstitutesforces at work0000p1eyymmdd.chargexxxpr91texttextcoupled horiz0000p1eyymmdd.chargexxxpr92texttextcoupled vert0000p1e

18、yymmdd.chargexxxpr93texttexttexttextfocused0000p1eyymmdd.chargexxxpr94texttexttextparallel0000p1eyymmdd.chargexxxpr95texttexttexttextsplit0000p1eyymmdd.chargexxxpr96textsurround0000p1eyymmdd.chargexxxpr97texttexttwisted0000p1eyymmdd.chargexxxpr98texttextup & away0000p1eyymmdd.chargexxxpr99textte

19、xtup & down0000p1eyymmdd.chargexxxpr100the way managerscollectively behave with respect to useof time, attention,and symbolic actions the people in the organization, consideredin terms of corporate demographics, not individual personalitiesthe organization chart and accompanying baggage that sho

20、w 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 organization and common to most of its members the processes and procedures through which things get donefrom day to da

21、y a coherent setof actions aimedat gaining asustainableadvantage over competition capabilitiespossessed bythe organizationas a whole asdistinct from theindividuals. some companies perform extraordinaryfeats withordinary peoplestaffsystemsstylesharedvaluesstructureskillsstrategy2s-5s0000p1eyymmdd.cha

22、rgexxxpr101customerclientsdistributorscompetitorssuppliers3cs triangle0000p1eyymmdd.chargexxxpr102skillssharedvaluesstrategystaffstructuresystemsstylea coherent set ofactions aimed at gaining a sustainable advantageover competition the organization chart andaccompanying baggage that showwho reports

23、to whom and how tasks are both divided up and integrated the people in the organization,considered interms of corporatedemographics, notindividual personalities the way managers collectively behave with respect to use of time, attention and symbolic actions the processes and proceduresthrough which

24、things get donefrom day-to-daythose ideas of what is rightand desirable (in corporateand/or individual behavior)which are typical of theorganization and commonto most of its members capabilitiespossessed bythe organizationas a whole asdistinct fromthe individuals.some companiesperform extraordinaryf

25、eats with ordinary people3s-4s0000p1eyymmdd.chargexxxpr103stylestructurestaffstrategysystemsskillsshared valuesthe way managers collectively behave with respect to use of time,attention and symbolic actionscapabilities possessed by the organization as a whole as distinct from the individuals. some c

26、ompanies perform extraordinary feats with ordinary peoplethose ideas of what is right and desirable (in corporate and/or individual behavior)which are typical of theorganization and commonto most of its membersthe processes and and procedures through which things get donefrom day-to-daythe organizat

27、ion chart and accompanying baggage that showwho reports to whom and how tasks are both divided up and integratedthe people in theorganization, considered in terms of corporate demographics, notindividual personalitiesa coherent set of actions aimed at gaining a sustainable advantage over competition

28、7s0000p1eyymmdd.chargexxxpr104competitive positionlowmediumhighproduct/market attractivenesslowmediumhighbuss portfolio0000p1eyymmdd.chargexxxpr105change visionchief executiveleadership groupsdown the lineexternal constitutioncommitmentconvictioncouragecapabilityindividual activityenabling devicesch

29、ange board0000p1eyymmdd.chargexxxpr106 delta p vision andleadershiporganizationalinfrastructureperformancemeasurementpeopledevelopmentcommunicationsproblem solvingprocessclient managers (particularly middle management) haveskill to lead programimplementationchange in actual behavioraction plans suff

30、icient to achieve goalsagreement on objectives by line managementmanagement of high-involvement processimplementation ornear implementationof required structureand systemsflow of 2-way communicationspeoples understanding, belief and contribution to act on vision and action plansaccurate measuremento

31、f action and resultsclear accountabilitiesearly winsvisible demonstrationof new vision andvalues by clientleadershipdelta p0000p1eyymmdd.chargexxxpr107natural owner relative ability to extract value low medium value-creation potential in business unit high corporatecenter skillsbusiness unit linkage

32、staxation/valuationdifferences industry attractivenesscompetitive positionrestructuring/rationalization opportunities“one of the pack” retain andgive toppriorityretain andgive priorityretain andmanage forcode orliquidate probablydivest divestdivest orliquidate macs0000p1eyymmdd.chargexxxpr108busines

33、s strategymanufacturing strategyconfigurationsystemsresearchfocuslaborpolicyproductdesignmakevs.buyorganizationprocessdesignmanufacturing strategy0000p1eyymmdd.chargexxxpr109restructuring framework 1 5 4 3 2 pentagon0000p1eyymmdd.chargexxxpr110benefit price competitivedisadvantage competitiveadvanta

34、ge price benefit0000p1eyymmdd.chargexxxpr111appraise performanceand prospects developstrategy redesignpivotal jobs design the skillbuilding process assess changereadiness top downaction programs bottom up action programs 1 2 4 5 6 7 8 3 smile chart0000p1eyymmdd.chargexxxpr112real perceived clients r

35、elative ability to extract valuecorporate center skillslinkages between business unitsfinancial ownership fitindustry restructureinternal controllershared resourcestransfer of capabilityvertical integrationdifferences in tax positionexistence of non-cases objectivesinefficiencies in financial market

36、sdifference in valuation techniquevalue sources0000p1eyymmdd.chargexxxpr1133.create andpursue a uniqueadvantage 2.resegment the market to create a niche4.exploit uniqueadvantageindustrywide 1.do more andbetter of thesamewhen tocompete strat gameboard0000p1eyymmdd.chargexxxpr114stage 1 stage 2 stage

37、3 stage 4 value system strategic manage-mentexternally orientated planningforecast based planningbudget planningmeet budget and schedulepredict the futurethink strategicallycreate the futurestrat manage0000p1eyymmdd.chargexxxpr115selling margin contributionsalesselling ratesalesavailable selling tim

38、e effectivenesscontribution available selling time productivity contributiontotal selling costsefficiencyavailable selling timetotal selling costsutilizationavailable selling timetotal sales time support intensitysupport coststotal selling costssupport leveragetotal sales timesupport coststree produ

39、ctivity0000p1eyymmdd.chargexxxpr116maximizeshareholdervaluegrowthroughculturalinitiativeredeployassetsimprove corebusinessperformancegrow throughacquisitionand/or mergeradopt soundfinancingapproachvalue creation0000p1eyymmdd.chargexxxpr117gantt10headertext0000p1eyymmdd.chargexxxpr118gantt15headertex

40、t#0000p1eyymmdd.chargexxxpr119texttexttexttextleft to right0000p1eyymmdd.chargexxxpr120texttexttexttexttextprocess objectivestextsub-objectivesstudy objective0000p1eyymmdd.chargexxxpr121texttexttexttexttexttexttexttop down0000p1eyymmdd.chargexxxpr122texttextscale0000p1eyymmdd.chargexxxpr123texttexts

41、cales0000p1eyymmdd.chargexxxpr124texttexttexttexttexttexttexttexttexttext2x2 cubed0000p1eyymmdd.chargexxxpr125texttexttexttexttexttexttexttexttexttexttexttext2x2 extended0000p1eyymmdd.chargexxxpr126texttexttexttexttexttext2x2 tower0000p1eyymmdd.chargexxxpr127texttexttexttexttexttexttexttexttexttext2

42、x20000p1eyymmdd.chargexxxpr128texttexttexttexttexttexttexttexttexttexttexttexttexttexttexttexttexttexttexttext3x3 extended0000p1eyymmdd.chargexxxpr129texttexttexttexttexttexttexttexttexttexttexttexttexttexttexttexttext3x30000p1eyymmdd.chargexxxpr130texttextpass through0000p1eyymmdd.chargexxxpr131texttextdiffraction0000p1eyymmdd.chargexxxpr132texttexttextflow down0000p1eyymmdd.chargexxxpr133texttexttexttext4 box 3d0000p1eyymmdd.chargexxxpr134textbounce0000p1eyymmdd.chargexxxpr135texttextcube with circles0000p1eyymmdd.chargexxxpr136texttextseasaw000