Mckinsey分析问题的框架和思路(英文-PPT课件

1、SystemsThe way managerscollectively behavewith respect to useof time, attention,and symbolic actionsThe people in the organization, consideredin terms of corporate demographics,not individual personalitiesThe organization chart andaccompanying baggage thatshow who reports to whomand how tasks are bo

2、thdivided up and integratedThose ideas of what is right anddesirable (in corporate and/orindividual behavior) which aretypical of the organization andcommon to most of its membersThe processes and proceduresthrough which things get donefrom day to dayA coherent setof actions aimedat gaining asustain

3、ableadvantage overcompetitionStrategyCapabilitiespossessed bythe organizationas a whole asdistinct from theindividuals. Somecompanies performextraordinaryfeats withordinary peopleSkillsStaffStyleSharedValuesStructureA coherent set ofactions aimed at gaininga sustainable advantageover competitionThos

4、e ideas of what is rightand desirable (in corporateand/or individual behavior)which are typical of theorganization and commonto most of its membersThe organization chart andaccompanying baggage that showwho reports to whom and how tasksare both divided up and integratedThe way managerscollectively b

5、ehavewith respect to useof time, attention andsymbolic actionsThe processes and proceduresthrough which things get donefrom day-to-dayThe people inthe organization,considered interms of corporatedemographics, notindividual personalitiesSkillsSharedvaluesStrategyStaffStructureSystemsCapabilitiesposse

6、ssed bythe organizationas a whole asdistinct fromthe individuals.Some companiesperform extraordinaryfeats with ordinary peopleStyleStyleStructureStaffStrategySystemsSkillsSharedvalues A coherent set of actions aimedat gaining a sustainable advantageover competitionThose ideas of what is rightand des

7、irable (in corporateand/or individual behavior)which are typical of theorganization and commonto most of its membersThe organization chart andaccompanying baggage that showwho reports to whom and how tasksare both divided up and integratedThe way managers collectivelybehave with respect to use of ti

8、me,attention and symbolic actionsThe processes and proceduresthrough which things get donefrom day-to-dayThe people in theorganization, consideredin terms of corporatedemographics, notindividual personalitiesCapabilities possessed by theorganization as a whole as distinctfrom the individuals. Some c

9、ompaniesperform extraordinary feats withordinary peopleCommitmentCapabilityConvictionCourageEnablingdevicesIndividualactivityChangevisionChiefexecutiveDown thelineExternalconstituentsLeadershipgroupsDevelopingfelt need. . . . . . andvision. . . amplifyingchange andbuildingskills . . . . . . andreinf

10、orcingchangeInstitutional-izing achangemindset 1. Preparing for change 2. Bringing about change 3. Sustainingchange Launchingchange . . . Vision andLeadershipOrganizationalInfrastructurePerformancemeasurementPeopledevelopmentCommunicationsProblem solvingprocessImplementation ornear implementationof

11、required structureand systemsFlow of 2-waycommunicationsPeoples understanding,belief and contributionto act on vision andaction plansAccurate measurementof action and resultsClear accountabilitiesEarly winsAction plans sufficient toachieve goalsAgreement on objectivesby line managementManagement of

12、high-involvement processVisibledemonstrationof new vision andvalues by clientleadershipClient managers (particularlymiddle management) haveskill to lead programimplementationChange in actual behavior P Delta Governmentderegulation ofthe industryLicensing of 16new (mainlyforeign) banksFreeing-up of m

13、ostinterest ratesVirtuallyunrestricted entryinto foreignexchange dealingAvailability of new,low-cost networkingtechnologyATMsLow-cost,high-speed datacommunicationslinks“Smart” plastic cardsSubstantially reducedconcentrationInflux of new “players” withdiverse methods, valuesand backgrounds, etc.Forma

14、tion of strategicgroups of banks“Full-line/high-tech/maximize-share” bankers“Niche” bankersIncumbent banks stuck withhigh-cost “bricks and mortar”networks; entrants able touse electronic/plasticnetworks more intensivelyIncreased price rivalry,especially in commercialsegment and foreignexchangeIncrea

15、sed focus on marketsegments (e.g. consumer,rural and commercial)throughProductsOutletsStaff trainingReduced marginsReduced costsImproved serviceP R O D U C E R SExternalshocksChanges inConductCChanges inPerformancePI N D U S T R YChanges inStructureSProductivityContributionTotal selling costsSelling marginContributionSalesSelling rateSalesAvailable selling timeUtilizationAvailable selling timeTotal sales timeSupport intensitySupport costsTotal selling costsEffectivenessContributionAvailable selling timeEfficiencyAvailable selling timeTotal selling costsSupport leverageTotal sales