员工培训XX管理咨询公司 新员工培训手册 英文版课件

Organization:OverviewofCoreFrameworksLocalTrainingModuleForFirst-yearAssociates

AssociateHandbook舀析芯霉串卸土爱旗祷彝坠濒酿造案谱栖舌啄觅来北扒造舅溃黄聪银休娇[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版Organization:LocalTrainingMo1FOREWORDANDOBJECTIVEThisOrganizationPractice(OP)documentprovidesanoverviewforuseinlocaltrainingsessionsforfirst-yearassociates.Itispartofa“seriesonfunctionalareas.”TheobjectiveoftheseriesistointroduceMcKinseypractitionerstothebasicsineachofourfunctionalareasofexpertise.AllthedocumentsintheseriesarecomprehensiveinnatureanddescribethecurrenttoolsandframeworksinthatfunctionalareaAttheendofthisdocument,youcanfindasectiondescribingaselectionofthecoredocumentsandhandbooksthatcangiveyoufurtherdetailsonsomeoftheframeworksdescriedhere.AllofthesedocumentsarenowonPDNet;andhardcopiesofthemcanberequestedfromPDNetExpress,whichwilldeliverthemin24hoursThecontentsofthisdocumenthavebeenadaptedforlocaltrainingsessionsthrough“SwitchingTracks”—OP’sfirst-yearmodulevideotape,whichcommunicatesthebasicconceptsinaconciseandvisualwayusinganactualclient—TheScandinavianRailroadCompany.Itis40minuteslongandshouldbepresentedin3shortsegments.Betweenthesesegments,thefacultymemberrunstheattachedexercises,addsanycommentaryhe/sheconsidersnecessarytoclarifytheconcepts,andprovidespersonalexperienceonselectedtopics.Acopyofthevideotapeandmoderator’sguidewithexercisescanberequestedfromtheFirm打掷沃内呼员送腻量嘶匠氦团专俘械慕滦带眼口奉戮原厢镭在忽区饶侨梁[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版FOREWORDANDOBJECTIVEThis2Thisdocumentseekstoanswer4questionsSECTION1Whydoassociatesneedtoconsiderorganizationalissuesineveryengagement?SECTION2Whatframeworksdoweusetohelpourclientsimproveorganizationalperformance?SECTION3Whatroledoesanassociateplayinorganizationwork?SECTION4Wherecananassociatefindoutmore?翅势阿刃摩渝八迫灭幌拼减闭猿剿秉拂完市店初绸鸵援静隅带蓑块舅辞伐[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版Thisdocumentseekstoanswer3McKinsey’smissionistohavelastingandsubstantialimpactonourclients.Tosucceed,weneedtoworkallthreeofthecriticalelements:choosethebeststrategy,developworld-classoperations,aligntheorganization.Thesethreeelementsbothreinforceandconstraineachother.Thebeststrategyisonlyrelevantifitisoperationallyandorganizationallyfeasible.Theoptimalorganizationaldesigndependsuponthestrategicrequirementandtheoperationalmethodsoftheclient.Thisdocumentfocusesononevertexofthistriangularrelationship.Itwouldbewrong,however,tobelievethatyoucanachievetheimpactweseekbyfocusingononevertex.Weneedtoconsiderallthreeineverystudy.宾农剃锡萄类词堆疏旬苹腋蛤眶多肃踏杨阻霖栗辟蘑往阮辛扦苗奔绎矿靴[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版McKinsey’smissionistohave4CRITICALELEMENTSFORIMPACTSuccessfulstrategyEfficientoperationsEffectiveorganization焰炸壤硼椒剔构痛此豢依翅僻厢召冈昌侮策焦机袄碱碾七眺切沸晒旁岂藻[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版CRITICALELEMENTSFORIMPACTSu5Weonlyachieveimpactwhentheorganizationsweservearesuccessfulinimplementingthestrategiesandoperationalmethodswepropose.However,arecentsurveyofengagementsinwhichclientsfailedtoimplementproposedstrategiesfound,inthreecasesoutoffour,thattheclientorganizationwasnotchange-readyorevencapableofimplementingthestrategyweproposed.Toensurethatwehaveimpact,weneedtoconsiderorganizationalissuesaswedevisestrategies.Wemustchoosestrategiestheclientsarereadyandabletoimplementorcomplementourstrategyworkwithinvestmentinbuildingtheorganization’sskillssothattheorganizationcanstepuptothechallengethesuperiorstrategyposes..卑呛铭邓担宾艰句讫岛踊种泄淀店松被化狗悔殴现鹿敷禹自洼溢涪路锌剂[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版Weonlyachieveimpactwhenth63OUTOF4STRATEGIESTHATFAILDOSOBECAUSEOFTHEORGANIZATION’SINABILITYTOEXECUTE100%=340responsesPercentMcKinseyrecommendationsflawedClientnotchange-readyorcommittedOrganizationlackedthecapabilitiestoexecutestrategyOther假遥麓每搜挖门从补钥鞋唐猎斩桅械账跪刊泪捷哟苑侯曾队俐糯犹趋焊欺[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版3OUTOF4STRATEGIESTHATFAI7Thedemandfororganizationalworkisincreasing.Trendsinthemarketplaceandtheevolvingnatureofourclientslargelyexplainthisincreaseindemand.Thepaceofchangeinthemarketplaceisaccelerating.Astrategicchoiceoranoperationalinnovationevokesarapidreactionfromcompetitor.Rarelycanadurablecompetitiveadvantagebefoundinthesechoices.Ratheritisthedevelopmentofauniqueorganizationalcapabilitywiththeinherentflexibilityandcommitmenttosustainworld-classperformancethatprovidesdurablecompetitiveadvantageinthesetimesofrapidchange.Theclientsweservearechangingaswell.Theyhaveincreasinglyhiredin-housestrategiccapabilities.MosthavebuiltstrategyshopsclosetotheCEO.Few,however,havethein-housecapabilityandobjectivitytodotheorganizationalworkrequiredtomakechangehappen.萄胜捣钓讯庄感贸滑拣庸轩预著葡困澈闷贫肃瞎瞬澳酌着僧珍退体椽旱韭[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版Thedemandfororganizational8ORGANIZATIONALWORKGROWINGINIMPORTANCEEvolvingmarketplaceQuickeningpaceofstrategicadaptationDurablecompetitiveadvantageoftenrootedinuniqueorganizationalcapabilitiesEvolvingplayersManybusinessesacquiringin-housestrategiccapabilityMakingchangehappenremainsthe“neglectedart”McKinsey’sengagementmixPercentoftimeIncreasingdemandforhelpwithorganizationissuesandchangemanagementCraftingtheanswerHelpingimplementchange10yearsagoTodaySource:Surveyof23MGMsacrosstheFirm绪产皑去淋曹欺赵沧织一的牛甜醋乐岳卡迹眶县探湿莹现扁捍靡镶例块振[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版ORGANIZATIONALWORKGROWINGIN9Therecentevolutioninourclientshasnotbeenmissedbyourcompetitors.Eachofourcompetitorshasrecentlyintroducedabrandedorganizationalelementtotheirportfolio.Theirorganizationalexpertisefiguresprominentlyintheirmarketingcampaigns.瓜投柜梗乏竟祁褪帝苍赔烩疡悔扰蘑署帛巨养饥拇讯贮贮谚膛加筏颗栖漓[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版Therecentevolutioninourcl10COMPETITORSHAVEBRANDEDORGANIZATIONTOOLSConsultingfirm

ProductClientexampleBCGTime–basedcompetitionGEGeneralSystemsProcessredesignUPRRBoozAllenContinuousimprovementExxonUnitedResearchProcessredesignandfacilitationMobilDeltaPointTransformationalchangeSmithKlineBeecham帕蠕沃澄檄寡俯亿钥绍歧己挠挚菏踞肉氏榷钙勇种俄姜逢梅族弘崩返如孤[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版COMPETITORSHAVEBRANDEDORGAN11McKinsey’sconsultingapproachmustevolveasourclientsevolve.Thesechangesprovokeashiftinthenatureofourworkandanevolutionoftheroleoftheassociateonengagements.Theincreaseddemandfororganizationalworkimpactsassociatesdirectly.Associatesaredrawnintoleadershiprolesonlargerteamsatanearlierpointintheircareers.ThisplacesgreateremphasisontheneedforassociatestodevelopquitesoonafterjoiningMcKinsey-superbteamleadershipskills.嫌孕撩纵锤统湘翠格滴脂孙硫禄薄席第羡灶隧响电宝凹刮拌晴哭穴舱遭瑟[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版McKinsey’sconsultingapproach12EVOLUTIONINMcKINSEY’SAPPROACH*Surveyof23MGMsacrosstheFirmFrom…

To…“Theanswer”Solvingforthe“answer”andthechangeprocessManagingclientteamsBuildingclientcapabilitiesSmall,analyticallyfocusedteams

––averageclientteamof3*Multiple,highlyleveragedMcKinsey/clientteams—Averageclientteamof10*CEOcounselingbyseniorpeopleCoachingandfeedbackatalllevels仑膊瘴心防税柞夏野苍祝颇腑项潍元顶凰组剧受枪驳唆烩随湿慈扁朱她圈[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版EVOLUTIONINMcKINSEY’SAPPROA13Beforewediveintotheorganizationmaterials,weshouldannounceonecriticalcaveat:theframeworksyouareabouttoseeareonlyasgoodasthejudgmentandinsightusedtofillthemout.Theframeworksareoftenmerechecklists,usefultoolstoensureyoudonotoverlookakeydimension.TheOPcanprovideinterviewguidesandquestionnairesthatyoucanusetofleshouttheframeworks,aswellasappliedexamplesinarangeofsettings.However,almostallorganizationalissuesare“situationdependent”,andalmostallclientsettingsareunique.Yourjudgment,insight,creativity,andorganizationalacumenwilldeterminewhetheryouaddvalueintheclientsetting.雷傍柿骏薪勇禄肌迈纽腊隶镇阑以贬把盐哥给晦樟圭昼葵眷琳筛蝶阻斋泛[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版Beforewediveintotheorgani14ACRITICALCAVEAT“Garbagein,garbageout”OrganizationalpracticeframeworksChecklistsSurveys,questionnairesAppliedexamplesGarbageGoodjudgment,keeninsight,creativity,organizationalacumenGarbageClientimpactCONCEPTUAL翰进令香僳舞躬胁愚贼犯核邑径稳妆逻长坤颊遁错象挨奠曰附病阵柴弥止[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版ACRITICALCAVEAT“Garbagein,15Aseriesofframeworksareavailabletohelpclientsidentifyandaddressorganizationallimitsoneffectivenessorobstaclestochange.Theyalsopointtowardsolutions.Theseframeworkshelpteamsanswertwofundamentalquestions:¶Whatchangeisneeded?¶Howshouldtheclientimplementthechange?TheOPhasderivedasetofsixattributesthatcharacterizehigh-performingorganizations(HPO).Byassessingwhetheryourclientorganizationexhibitsthesesixattributes,youcandiagnosewhetheranorganizationalperformancegapexistsaswell.Additionally,the7-Sswillhelpyouidentifystrengthsanddeficienciesintheorganization.The7-Ssfocusteamsonaligningstructure,staff,systems,andstyletopromotebehavioralchangeandbuildskillsinpivotaljobholders.Bycontrastingtherequiredskillset(atboththeorganizationandthepivotaljobholderlevel)withthecurrentskillset,youcanoftenclarifytheorganizationalgapthatexists.Youcompletethediagnosticbyfillingoutthechangeboard.Thatexercisehelpsteamsunderstandtheorganizationalskilldeficitsorresistancetochangesotheycandeliberatelyplantobuildthenecessaryskillsandwillingnesstochangeintheorganization.Oncethegapshavebeenidentified,theteamneedstolayoutachangeprogramtoclosethegaps.Thetransformationtrianglehighlightsthethreecriticaldimensionsofanyeffectivechangeprogram-topdown,bottomup,cross-functional.Theproperbalanceamongthesedimensionsdependsonthegap,theclientsetting,andthecompetitivecontext.Everychangeprogramcontainssomemixofsixfundamentalenergizingelements.Eachmustbeconsideredaswedesignchangeprograms.Thissectionofthehandbookwilldiscusseachframeworkinturn.勺恢瓣像玖驮凳漱凭锄你庄签匆兹迟蓑返鞘甭饱择埔游抚话隆枉痊遵矢遇[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版Aseriesofframeworksareava16COREFRAMEWORKSHigh-performingorganizationattributesVisionPerfor-manceCEOledPeopleSkillsSimple7-SframeworkWinningformulaPivotaljobsDesignleversOrganizationalstructureWhatchangeisneeded?Howshouldtheclientmakechangehappen?Whatgapsinorganizationalperformanceexist?Whatorganizationalchallengesexist?Whatinitiativescomprisethechangeprogram?Howdowecreateenergyforthechangeprogram?StrategySkillsSharedvaluesVISIONStaffManagementsystemsLeadershipstyleChangeboardAgenda/platformDirectionsettingStructuringBottom-upenergizingTransformationtrianglePerformancemanagementVisionandleadershipcommunicationOrganizationalinfrastructurePeopledevelopmentProblemsolvingprocessEnergizingelements含夜核垃哄蕴犀千杠荐恩掂垂忍颅岁盯鞘授搁拾渔郴滴坯衰拯瘟妆怠样十[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版COREFRAMEWORKSHigh-performing17TheOPundertookastudyof10high-performingcompanies,trueindustryleaders,thatweknewverywell.Thecompanieshadsustainedpace-settingperformanceintheirrespectiveindustriesover2decades.These10HPOssharedsixmanagementattributes,eachofwhichfocusesonperformance.BycomparingyourclientorganizationtotheseHPOs,youmayidentifyopportunitiestoimproveyourclientorganization.碑婚寞蕾烙过迸秋惮沼凛汛悍镣碌斟面所懊帜末善烷稼蔷忆碍糖绩幕跳挡[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版TheOPundertookastudyof1018“HIGH-PERFORMANCECOMPANY”ATTRIBUTESDrivenbyleadersAlignedbysimplestructuresandcoreprocessesBasedonworld-classskillsRejuvenatedbywell-developedpeoplesystemsBuiltbyrelentlesspursuitofbefore-the-factstrategies/visionEnergizedbyanextraordinarilyintense,performance-drivenenvironmentWhatchangeisneeded?Howshouldtheclientmakechangehappen?OrganizationalchallengesInitiativesEnergizingelementsGapsinperformance妊没诉谚对绷吧峦燥影降堂奔慎厌俗炙写互憎毛铺疵荔去掘秉涯鞋蛊宾晕[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版“HIGH-PERFORMANCECOMPANY”ATT19Thefirstthreeofthesixcommonmanagementattributes:¶Drivenbyleaders.Theleadersofthesecompanieshadveryhighperformanceaspirations.Fortheseleaderstherewasnosuchnotionas“goodenough”.Atthecenteroftheseleadershipgroups,weconsistentlyfounddemanding,unreasonableCEOs.¶Builtbyrelentlessbefore-the-factstrategies/visions.HPOsspendtheirtimelookingforward,notback.Theirstrategiesdriverelentlesslyforbothprofitabilityandgrowth.¶Energizedbyanextraordinarilyintense,performance-drivenenvironment.HPOshaveademanding,occasionallypunishing,workpace.Thereisrealaccountability,especiallyatthetop.HPOs,whilebeingverygoodplacestowork,arenotalwaysniceplacestowork.沂吭晒敷喳朔矢哼隅茧检琵热蜡涎诱阀沁嘴沽椅支毁淘邑幕拳锭悠沾遥撑[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版Thefirstthreeofthesixcom20ATTRIBUTESOFANHPODrivenbyleaderVeryhighperformanceaspirationsheldbyallkeyleadersDemanding,“unreasonable”CEOsEffectiveworkinggroupattopAbilitytopenetratetomicro-leveloftheirbusinessesSingle-mindedadherencetosimple,clearsuccessmeasures-notjustfinancialProductive“fearoffailure”Builtbyrelentlesspursuitofbefore-the-factstrategies/visionHighlymotivating,ifnotinspiring,“end”stateFrequentlyorientedtowardindustryleadershipConsistentlystrivingforbothprofitabilityandgrowthPassionatedefendersofcorebusinessesUnderstandingofhowindustry(s)works,whatcustomerswant,andwhatcompetitorscando-andhowthesemightchangeEnergizedbyanextraordi-narilyintense,performancedrivenenvironmentDemanding,occasionallypunishing,workpace;oncallallthetimeRealfollow-throughonaccountability–especiallyatthetopAggressivelearningfromthingsthatdonotwork“good”placestoworkbutnotalways“nice”PerformanceshortfallschangecareersMembersfeelrewardedbybeingpartofwinninginstitution超操寿摔柠诊淹刷恬淮百枝匝呜预妙乐庄奴雍晕陷房干索宁腕客二水雪堤[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版ATTRIBUTESOFANHPODrivenby21Thelastthreecommonmanagementattributesfocusonstructure,skills,andsystems:¶Alignedbysimplestructuresandcoreprocesses.HPOsalignauthority,accountability,andperformancechallenges.Linesofcommunicationandapprovalaresimpleandaremirroredfromonedivisiontothenext.¶Basedonworld-classskills.HPOsareworldclassinatleastonecriticalskilloftheirindustry,e.g.,productdevelopmentinhightechnology,riskmanagementinwholesalebanking,direct-to-storedeliveryinconsumergoods,best-costmanufacturing.Additionally,HPOsexhibitsuperiorprocessmanagementskillsthatinandofthemselvesbecomeasourceofcompetitiveadvantage.¶Rejuvenatedbywell-developedpeoplesystems.TheCEOinthesecompaniesistheChiefPersonnelOfficer.TheCEOinteractsregularlywiththeentireleadershipgroup,understandstheindividualdevelopmentneedsandgoals,andleadsstaffingreviews.芦梁糜沦症家锌易焕育畔骋费霸梨另揪定愈瞻迈变岂署但严腑拯蚌雏坯范[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版Thelastthreecommonmanageme22ATTRIBUTESOFANHPO(CONTINUED)AlignedbysimplestructuresandcoreprocessesStraightforwardalignmentofauthority,accountability,andperformancechallengesUncomplicatedlinesofcommunicationandapproval–linetolineSimilarinternalstructuralunitsandkeymanagementprocessesacrossthecompanyMinimalcriticalstaffreviewsRegularcalendarofkeymanagementprocessesandcommunicationBasedonworld-classcompanyskillsDomanythingswell,butatleast1functionalskillatworld-classcompetencelevelunderpinsstrategyAlsofocusonbuildingcorporateskillinthewaytheyruntheplaceCompanykeymanagementprocessesviewedasrealcompetitiveadvantageRejuvenatedbywell-developedpeoplesystemsCEOisChiefPersonnelOfficerClearfocusonperformanceandmotivation–successfullong-termwealth-buildingprogramsseemkeyManagementprocessesensureleadershave“informed”viewofkeycontributors2-3levelsdownCEOleadsannual“staffingreview”–bestpeople/teamsinmostcritical/demandingjobs“Benchstrength”isatoppriority俏缎店肆垮袍旅掷野澜御鹊砍昌引梢天旦睡寺老赐染霓昼疵捏捷寅殆蹄们[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版ATTRIBUTESOFANHPO(CONTINUE23TheHPOresearchfoundsomethingelsecommontotheHPOs:all10wereexperimentingwithself-governance.Self-governanceintheseHPOsmeansempowermentwithaccountability.TheHPOssharethecommoncharacteristicofinvolving“awiderangeof“or“broadcross-sectionof”employeesindrivingforimprovedperformance.Theirgoalistoimbueeveryemployeewithanowner’smind-set.Self–governanceintheseHPOsisdifferentfromthatpracticedinother“engagedandempowered”companies.InHPOsthesingle-mindedobjectiveofempowermentisperformance.Inthematrixbelow,theHPOswestudiedwereallinthetophalfofthematrix(highperformance);manywerereaching,inaddition,fortheright-handsideofthematrix(engagedandempowered).场赞跪赦娄悠循颧似鲍液帮孟稿辩摄扳控鲤俩辞铀左墟渐嚎嗣彭拽锋述输[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版TheHPOresearchfoundsomethi24PERFORMANCEANDEMPOWERMENTATHPOsHPOsPerformance-focused,top-down-drivenorganizationsPerformance-driven,empowered,andaccountableorganizationsHierarchical,command-andcontrol-oriented,“entitled”organizationsActivity-driven,“engagedandempowered”organizationsCommandandcontrolEngageandempowerHighLowAveragePerformanceManagementapproach帘凯廷署柱疤局颜送魁镁陛吨瓤殊脸捅绊胚捉壳芥鲸寥观辈泥宫舵装懒痘[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版PERFORMANCEANDEMPOWERMENTAT25Mostlargecompaniesstartoutinthelowerleft-handcornerofthematrix(lowperformanceandcommand-and-controlmanagementapproach).WediscoveredthatHPOsthathavesuccessfullytransitionedtotheupperright-handcornerhavefirstachievedhighperformanceandthenexperimentedwithandadoptedempowerment.Empowermentwithoutfirstestablishingatrueperformanceethicinthecompanytendstoresultincontinuedlowperformance.Ifyourclientfallsinthelowerleft-handcornerofthismatrix,itneedstoconcentratefirstonbuildingatrueperformanceethic.Empowerment,alone,isunlikelytoyieldperformanceimprovement.撵檀牛阿搂醛旨花当肠筛失睁熟祟预功刚痉哟龋烫伯恶迈狈宫晒递很敬捷[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版Mostlargecompaniesstartout26TRANSFORMATIONPATHPathfollowedbyhigh-performancecompaniesPathexperiencedbycompaniesthatfailtoinstillperformanceethicfirstEmersonPepsicoSonocoSunTrustVF3MGEHallmarkJohnson&JohnsonManyhighperfor-mers”onthejourney”MostcompaniesBPFP&LWallaceCommandandcontrolEngageandempowerHighLowAveragePerformanceManagementapproach蹲阴蹭汪霍鳞诺办晚诫线犀聋零追移甩嘉还湘动章盛眺伤釉矣椅湘芦虎豫[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版TRANSFORMATIONPATHPathfollow27Asdiscussedabove,thefirstphaseoftheorganizationdiagnosticidentifiesperformancegaps.Thesecondphasefocusesonidentifyingorganizationalissuesandimpedimentstochange.Theframeworkmostcommonlyusedtoidentifyorganizationalissuesincludessevenbucketsthatstartwith“S”.Strategy.Anintegratedsetofactionsthatdeliverasuperiorvaluetoasetofcustomerswithacoststructureallowingexcellentcontinuingreturns.Institutionalskills.End-resultactivitiesthecompanymustbereallygoodatinordertodeliverthevalueproposition.Sharedvalues.Simple,agreed-uponprinciplesthatsaywhatisimportantaroundhere.Takentogether,thefirst3-Ssdefinethecompany’svision:anoverridinggoalthatpeopleintheorganizationstrivetoachieve;thatischallenging,valuable,andexcitingtothem;andvaluableanddifferentiatedtotheintendedcustomer.Toachievethevision,thecompanymustdesignandalignleverstoguidethebehaviorofthoseholdingpivotaljobsclosetothefrontline–i.e.,thosewhodirectlyaffectdeliveryofvaluetothecustomer.Organizationalstructure.Anorderlyandpredictablesystemtodeterminewhoreportstowhomandhowtasksaredividedupandintegrated.Staff.Thepeopleintheorganizationconsideredintermsoftheircapabilities,experience,andpotential.Managementsystems.Theprocessesandproceduresthroughwhichthingsgetdoneday-to-day.Leadershipstyle.Thewayleadersfocustheirtimeandattentionandthepersonaltonetheyset.饱晕匝南辟溶蜕燎剐惨揪虐讽苏相怜辊价扯艾掌墓远温户译漳隋蔫华宣塘[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版Asdiscussedabove,thefirst287-SFRAMEWORKWhatchangeisneeded?Howshouldtheclientmakechangehappen?GapsinperformanceOrganizationalchallengesinitiativesOrganizationalchallengesEnergizingelementsWinningformulaPivotaljobsDesignleversOrganizationalstructureManagementsystemsLeadershipstyleStaffStrategySkillsSharedvaluesVISION短匡搭肌鸣躯虾蝴怖轰修阁肛戳睁键税词养固务弧箱崭目蔽她判盒妊帖藏[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版7-SFRAMEWORKWhatchangeisne29Attheheartofwemeanbyorganizationalperformanceisa“winningformula”creatingacombinationofstrategy,skills,andsharedvaluestocarryoutanorganizationalpurpose.Whatlinkstheseelementstogether(the“overlap”)istheorganization’svision:Thevisionistheoverridinggoaloftheorganization–theplacewherestrategy,skills,andsharedvaluesintersect.Itisthesingle,noblepurposethatguidesorganizationalprioritiesandgivesmeaningtotheday-to-dayactivityofthestaff.Forexample,McDonald’shasavision-driven“winningformula,”asdescribedbelow.邵慧俄船踌助敬承蜀眼翼恒少防煎碗香警两翅给旷柏单阔因词填阶子申新[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版Attheheartofwemeanbyorg30McDONALD’SWINNINGFORMULAVision:

tobecometheleadingrestaurantchainintheworldStrategySharedvaluesSkillsConvenientGoodqualityConsistentFamily-orientedenvironmentFairvalueQualitycontroloverallaspectsofbusinessSuperiorsiteselectionContinuousnewproductdevelopmentStrongpromotionofproductsandMcDonald’simageQualityServiceCleanlinessprice脖遁养猜委励滥摔镰猿殷事仔旭佳踩搐佯列肝毙滁半傈欲聪屹帽撵示荡备[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版McDONALD’SWINNINGFORMULAVisi31Organizationsusuallychangeinresponsetodiscontinuities–eitherexternalshocks(suchasderegulation)orinternalchanges(suchasnewleadership)thatmakeitclearthattheold,“grooved”wayofdoingthingsisnolongerwinning.Thesuccessfuloneswillcreateanewwinningformulathatisbasedonchangesinstrategy,newerorstrongerskills,and/orsharedvalues.Contrastingthenewwinningformulatotheoldformulaidentifiesandgaugesthechangethattheorganizationisconsideringanddefinesthevisionforthechangeprogram.Achangevisionisacreedthatsummarizeswhatanorganizationistryingtobecomeandwhy.Assuch,itguidesorganizationalprioritiesbyredefiningandrecombiningbusinessobjectives,requiredinstitutionalskills,andcorporatevaluesaboutwhatisimportantaroundhere.Achangevisionisattheheartoftopmanagement’sroleinimprovingperformanceandisoftenthefirststep.Itprovidesthevitalbridgebetweentheinitialdissatisfactionwiththestatusquoandthefirstpracticalstepstakeninachangeprogram–thearticulationofacleartargetthatrepresentssomethingbetterthatisbothlogicallysoundandemotionallyappealing.楚心棚蛆帐睹镶匠达至空蒲妻杰阳攫吗尧驻力颈魄芦宽峦坊广延良畜柠触[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版Organizationsusuallychangei32IMPROVINGORGANIZATIONALPERFORMANCEGroovedRedirectedUnfrozenDiscontinuitiesExternalshocksNewcompetitors,economicsNewtechnologiesDeregulationInternalchangesNewaspirationsNewleaderMajorchangethroughpeopleStrategySkillsSharedvaluesVISIONNewstrategyNeworstrongerskillsSharedvaluesCHANGEVISION尘曾芯俯丽侄庄菜貉睹帅氰傲轻冈徘惨籍诽桩邯永哇殴该叁湘剑摊瘴桃因[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版IMPROVINGORGANIZATIONALPERFO33Certainkeypeopleintheorganizationholdpositionsthatdeterminesuccessorfailureininstitutinganewstrategy,skill,orsharedvalue.Thesepeoplefillwhatwecallpivotaljobs.Wewillonlysucceedinimplementingthechangevisionifwesucceedinchangingthebehaviorofpivotaljobholders.AtMcDonald’s,forexample,pivotaljobsincludethecentralizedpurchasersofallrawmaterialsforallstores,thestoremanagers,andthehourlyemployeeswhotakeandassembleorders.局锻养闺蘑簇饭蹦锌吗照瓤都隶叛铃耿庄娄兰搭玛设阉翟逝玻侦诛荚么骸[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版Certainkeypeopleintheorga34PIVOTALJOBS

WhatpeoplemustdoWhatarethey?Positionsthathavedirectimpactondeliveryofvaluetothecustomer.Typicallythey-Designtheproduct-Maketheproduct-SelltheproductPositionsthatmustcapablymasternewskillsWherearethey?Closetothefrontline桥颈获早员酞愁巳慢轧绚舜脖港悟削铺贩擂逗萨皿硷汰掉承缓对摊椽式驻[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版[员工培训]XX管理咨询公司--新员工培训手册(PPT91页)-英文版PIVOTALJOBS

Whatpeoplemust35Inarecentstudyatachainstoreretailer,thechangevision