麦肯锡 图表模板PPT306page.ppt

1、CONFIDENTIAL,Frequently Used Template,Conceptual,Template,June 2002,This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey it is not a complete record

2、of the discussion.,1,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,2X2 CUBED,Unit of measure,*Footnote Source:Source,大厂人才网,2,2X2 TOWER,Unit of measure,*Footnote Source:Source,3,5PS MARKETING,Place,Price,Product,Package,Positioning promotion,Product offering,Unit of measure,*Footnote Source:Sourc

3、e,4,Strategy,Skills,Systems,Staff,Shared values,Structure,Style,7S,Unit of measure,*Footnote Source:Source,5,ARROW 3D,Unit of measure,*Footnote Source:Source,6,CUBES1 3D,Unit of measure,*Footnote Source:Source,7,CUBES2 3D,Unit of measure,*Footnote Source:Source,8,CUBES3 3D,Unit of measure,*Footnote

4、Source:Source,9,Text,Text,Text,Text,CUTOUT 3D,Unit of measure,*Footnote Source:Source,10,New entrant,Suppliers,Industrycompetitors,Buyers,Substitutes,FORCES AT WORK,Unit of measure,*Footnote Source:Source,11,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,JOINT,Unit of measure,*Footnote Source:Sou

5、rce,12,Text,Text,Text,Text,LEVEL SEPARATE 4,Unit of measure,*Footnote Source:Source,13,Text,Text,Text,LINEAR A 3D,Unit of measure,*Footnote Source:Source,14,Text,Text,Text,Text,LINEAR B 3D,Unit of measure,*Footnote Source:Source,15,Text,Text,Text,LINEAR C 3D,Unit of measure,*Footnote Source:Source,1

6、6,Text,Text,Text,LINEAR D 3D,Unit of measure,*Footnote Source:Source,17,Text,Text,Text,Text,LINEAR E 3D,Unit of measure,*Footnote Source:Source,18,Text,Text,Text,LINEAR G 3D,Unit of measure,*Footnote Source:Source,19,Text,Text,LINEAR I 3D,Unit of measure,*Footnote Source:Source,20,Text,Text,Text,Tex

7、t,LINEAR J 3D,Unit of measure,*Footnote Source:Source,21,Text,LINEAR N 3D,Text,Text,Text,Unit of measure,*Footnote Source:Source,22,Text,Text,Text,LINEAR P 3D,Unit of measure,*Footnote Source:Source,23,LINEAR Q 3D,Text,Text,Unit of measure,*Footnote Source:Source,24,Text,Text,LINEAR Q 3D,Unit of mea

8、sure,*Footnote Source:Source,25,Plan,Implement,Support,LINKS 3,Unit of measure,*Footnote Source:Source,26,PERSPECTIVE 3D,Unit of measure,*Footnote Source:Source,27,Text,Text,Text,PROPELLER 3D,Unit of measure,*Footnote Source:Source,28,RINGS 3D,Unit of measure,*Footnote Source:Source,29,Text,SCALE,Te

9、xt,Unit of measure,*Footnote Source:Source,30,Text,Text,SCALES,Unit of measure,*Footnote Source:Source,31,Text,Text,Text,Text,Text,Text,SIZES IN,Unit of measure,*Footnote Source:Source,32,SPIRAL1 3D,Unit of measure,*Footnote Source:Source,33,Spiral,Brakes,Tube in tube,SPIRAL2 3D,Unit of measure,*Foo

10、tnote Source:Source,34,Text,Text,Text,Text,SPOTLIGHT,Unit of measure,*Footnote Source:Source,35,Text,Text,Text,Text,Text,Text,STAIRCASE,Unit of measure,*Footnote Source:Source,36,STARS 3D,Unit of measure,*Footnote Source:Source,37,Text,Text,WIRE CUBES,Unit of measure,*Footnote Source:Source,38,Text,

11、Text,Text,Text,Text,Text,Text,ARROWS,Unit of measure,*Footnote Source:Source,39,LEVEL 1,Text,Unit of measure,*Footnote Source:Source,40,LEVEL 2,Text,Text,Unit of measure,*Footnote Source:Source,41,LEVEL 3,Text,Text,Text,Unit of measure,*Footnote Source:Source,42,LEVEL 4,Text,Text,Text,Text,Unit of m

12、easure,*Footnote Source:Source,43,LEVEL 5,Text,Text,Text,Text,Text,Unit of measure,*Footnote Source:Source,44,LEVEL 6,Text,Text,Text,Text,Text,Text,Unit of measure,*Footnote Source:Source,45,FLOW 2,Text,Text,Unit of measure,*Footnote Source:Source,46,Text,FLOW 2 TITLE,Text,Text,Unit of measure,*Foot

13、note Source:Source,47,FLOW 3,Text,Text,Text,Unit of measure,*Footnote Source:Source,48,Text,FLOW 3 TITLE,Text,Text,Text,Unit of measure,*Footnote Source:Source,49,FLOW 4,Text,Text,Text,Text,Unit of measure,*Footnote Source:Source,50,Text,FLOW 4 TITLE,了解目前的评估系统 设定工作目标和计划 管理层访谈和员工访谈 整合指标体系,Unit of mea

14、sure,*Footnote Source:Source,问卷设计 样本计划 操作设计与准备,数据搜集 数据检查与整理,建立模型 12月，提供调查简报 2006年1月提供所有报告 满意度改进战略与实施计划制定,51,FLOW 5,Text,Text,Text,Text,Text,Unit of measure,*Footnote Source:Source,52,Text,FLOW 5 TITLE,Text,Text,Text,Text,Text,Unit of measure,*Footnote Source:Source,53,FLOW 6,Text,Text,Text,Text,Text

15、,Text,Unit of measure,*Footnote Source:Source,54,Text,FLOW 6 TITLE,Text,Text,Text,Text,Text,Text,Unit of measure,*Footnote Source:Source,55,BLADES,Text,Text,Text,Text,Unit of measure,*Footnote Source:Source,56,BOX,Text,Text,Text,Text,Unit of measure,*Footnote Source:Source,57,BOX,Text,Text,Text,Text

16、,Unit of measure,*Footnote Source:Source,58,CYCLE 1,Text,Text,Text,Unit of measure,*Footnote Source:Source,59,CYCLE 2,Text,Text,Unit of measure,*Footnote Source:Source,60,CYCLE 3,Text,Text,Text,Unit of measure,*Footnote Source:Source,61,CYCLE 4,Text,Text,Text,Text,Unit of measure,*Footnote Source:So

17、urce,62,CYCLE 5,Text,Text,Text,Text,Text,Unit of measure,*Footnote Source:Source,63,CYCLE 6,Text,Text,Text,Text,Text,Text,Unit of measure,*Footnote Source:Source,64,CYCLE 7,Text,Text,Text,Text,Text,Text,Text,Unit of measure,*Footnote Source:Source,65,CYCLE 8,Text,Text,Text,Text,Text,Text,Text,Text,U

18、nit of measure,*Footnote Source:Source,66,Text,INCOMING,Text,Text,Text,Text,Text,Unit of measure,*Footnote Source:Source,67,RIBBON,Text,Text,Text,Text,Text,Unit of measure,*Footnote Source:Source,68,RING,Text,Text,Text,Text,Text,Unit of measure,*Footnote Source:Source,69,UPON 2,Text,Text,Unit of mea

19、sure,*Footnote Source:Source,70,CONTINUOUS,Text,Text,Text,Text,Text,Text,Text,Text,Unit of measure,*Footnote Source:Source,71,CUTOUT,Text,Text,Text,Text,Unit of measure,*Footnote Source:Source,72,LINEAR A,Text,Text,Text,Unit of measure,*Footnote Source:Source,73,LINEAR B,Text,Text,Text,Text,Unit of

20、measure,*Footnote Source:Source,74,LINEAR C,Text,Text,Text,Unit of measure,*Footnote Source:Source,75,LINEAR D,Text,Text,Text,Unit of measure,*Footnote Source:Source,76,LINEAR E,Text,Text,Text,Text,Unit of measure,*Footnote Source:Source,77,LINEAR F,Text,Text,Text,Unit of measure,*Footnote Source:So

21、urce,78,LINEAR G,Text,Text,Text,Unit of measure,*Footnote Source:Source,79,LINEAR H,Text,Text,Text,Text,Unit of measure,*Footnote Source:Source,80,LINEAR I,Text,Text,Unit of measure,*Footnote Source:Source,81,LINEAR J,Text,Text,Text,Text,Unit of measure,*Footnote Source:Source,82,LINEAR K,Text,Text,

22、Text,Text,Text,Text,Unit of measure,*Footnote Source:Source,83,LINEAR N,Text,Text,Text,Text,Unit of measure,*Footnote Source:Source,84,LINEAR P,Text,Text,Text,Unit of measure,*Footnote Source:Source,85,LINEAR Q,Text,Text,Unit of measure,*Footnote Source:Source,86,PROPELLER,Text,Text,Text,Unit of mea

23、sure,*Footnote Source:Source,87,STEP 5,Text,Text,Text,Text,Text,Unit of measure,*Footnote Source:Source,88,Text,Text,Text,Text,2 ON 1,Unit of measure,*Footnote Source:Source,89,Text,Text,Text,Text,Text,Text,AGAINST,Unit of measure,*Footnote Source:Source,90,Text,Text,Text,Text,Text,AT WORK,Unit of m

24、easure,*Footnote Source:Source,91,Text,Text,COUPLED HORIZ,Unit of measure,*Footnote Source:Source,92,Text,Text,COUPLED VERT,Unit of measure,*Footnote Source:Source,93,Text,Text,Text,Text,FOCUSED,Unit of measure,*Footnote Source:Source,94,New entrant,Suppliers,Industry competitors,Buyers,Substitutes,

25、FORCES AT WORK,Unit of measure,*Footnote Source:Source,95,Text,Text,Text,PARALLEL,Unit of measure,*Footnote Source:Source,96,Text,Text,Text,Text,SPLIT,Unit of measure,*Footnote Source:Source,97,Text,SURROUND,Unit of measure,*Footnote Source:Source,98,Text,Text,TWISTED,Unit of measure,*Footnote Sourc

26、e:Source,99,Text,Text,UP & AWAY,Unit of measure,*Footnote Source:Source,100,Text,Text,UP & DOWN,Unit of measure,*Footnote Source:Source,101,The way managers collectively behave with respect to use of time, attention, and symbolic actions,The people in the organization, considered in terms of corpora

27、te demographics, not individual personalities,The organization chart and accompanying baggage that show 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

28、common to most of its members,The processes and procedures through which things get done from day to day,A coherent set of actions aimed at gaining a sustainable advantage over competition,Capabilities possessed by the organization as a whole as distinct from the individuals. Some companies perform

29、extraordinary feats with ordinary people,Staff,Systems,Style,Shared Values,Structure,Skills,Strategy,2S-5S,Unit of measure,*Footnote Source:Source,102,Customer,Clients,Distributors,Competitors,Suppliers,3CS TRIANGLE,Unit of measure,*Footnote Source:Source,103,Skills,Shared values,Strategy,Staff,Stru

30、cture,Systems,Style,A coherent set of actions aimed at gaining a sustainable advantage over competition,The organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated,The people in the organization, considered in terms of corporate demo

31、graphics, not individual personalities,The way managers collectively behave with respect to use of time, attention and symbolic actions,The processes and procedures through which things get done from day-to-day,Those ideas of what is right and desirable (in corporate and/or individual behavior) whic

32、h are typical of the organization and common to most of its members,Capabilities possessed by the organization as a whole as distinct from the individuals. Some companies perform extraordinary feats with ordinary people,3S-4S,Unit of measure,*Footnote Source:Source,104,Style,Structure,Staff,Strategy

33、,Systems,Skills,Shared values,The way managers collectively behave with respect to use of time, attention and symbolic actions,Capabilities possessed by the organization as a whole as distinct from the individuals. Some companies perform extraordinary feats with ordinary people,Those ideas of what i

34、s 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 and procedures through which things get done from day-to-day,The organization chart and accompanying baggage that show who reports to whom and how

35、 tasks are both divided up and integrated,The people in the organization, considered in terms of corporate demographics, not individual personalities,A coherent set of actions aimed at gaining a sustainable advantage over competition,7S,Unit of measure,*Footnote Source:Source,105,Competitive positio

36、n,Low,Medium,High,Product/market attractiveness,Low,Medium,High,BUSS PORTFOLIO,Unit of measure,*Footnote Source:Source,106,Change vision,Chief Executive,Leadership groups,Down the line,External constitution,CHANGE BOARD,Unit of measure,*Footnote Source:Source,107,Delta P,Vision and Leadership,Organi

37、zational Infrastructure,Performance Measurement,People Development,Communications,Problem Solving Process,Client managers (particularly middle management) haveskill to lead programimplementation Change in actual behavior,Action plans sufficient to achieve goals Agreement on objectives by line manage

38、ment Management of high-involvement process,Implementation ornear implementationof required structureand systems,Flow of 2-way communications Peoples understanding, belief and contribution to act on vision and action plans,Accurate measurementof action and results Clear accountabilities Early wins,V

39、isible demonstrationof new vision andvalues by clientleadership,DELTA P,Unit of measure,*Footnote Source:Source,108,Natural owner,Relative ability to extract value,Low,Medium,Value-creation potential in business unit,High,Corporatecenter skills Business unit linkages Taxation/valuationdifferences,In

40、dustry 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,Probablydivest,Divest,Divest or liquidate,MACS,Unit of measure,*Footnote Source:Source,109,Business S

41、trategy,Manufacturing Strategy,Configuration,Systems,Research Focus,Labor Policy,Product Design,Make vs. Buy,Organization,Process Design,MANUFACTURING STRATEGY,Unit of measure,*Footnote Source:Source,110,Restructuring framework,1,5,4,3,2,PENTAGON,Unit of measure,*Footnote Source:Source,111,Benefit,P

42、rice,Competitivedisadvantage,Competitiveadvantage,PRICE BENEFIT,Unit of measure,*Footnote Source:Source,112,Appraise performance and prospects,Develop strategy,Redesign pivotal jobs,Design the skill building process,Assess change readiness,Top down action programs,Bottom up action programs,1,2,4,5,6

43、,7,8,3,SMILE CHART,Unit of measure,*Footnote Source:Source,113,3.,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 compete,STRAT GAMEBOARD,Unit of measure,*Footnote Source:Source,114,Stag

44、e 1,Stage 2,Stage 3,Stage 4,Value system,Strategic manage- ment,Externally orientated planning,Forecast based planning,Budget planning,Meet budget and schedule,Predict the future,Think strategically,Create the future,STRAT MANAGE,Unit of measure,*Footnote Source:Source,115,Selling margin Contributio

45、n Sales,Selling rate Sales Available selling time,Effectiveness Contribution Available selling time,Productivity Contribution Total selling costs,Efficiency Available selling time Total selling costs,Utilization Available selling time Total sales time,Support intensity Support costs Total selling co

46、sts,Support leverage Total sales time Support costs,TREE PRODUCTIVITY,Unit of measure,*Footnote Source:Source,116,Maximize shareholder value,Grow through cultural initiative,Redeploy assets,Improve core business performance,Grow through acquisition and/or merger,Adopt sound financing approach,VALUE

47、CREATION,Unit of measure,*Footnote Source:Source,117,Real,Perceived,Clients 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,Differen

48、ces in tax position,Existence of non-cases objectives,Inefficiencies in financial markets,Difference in valuation technique,VALUE SOURCES,Unit of measure,*Footnote Source:Source,118,GANTT10,Header,Text,Unit of measure,*Footnote Source:Source,119,GANTT15,Header,Text,#,#,#,#,#,#,#,#,#,#,#,#,#,#,#,#,Un

49、it of measure,*Footnote Source:Source,120,Text,Text,VENN 2,Unit of measure,*Footnote Source:Source,121,Text,Text,Text,VENN 3,Unit of measure,*Footnote Source:Source,CONFIDENTIAL,Frequently Used Template,Data Driven,Template,June 2002,This report is solely for the use of client personnel. No part of

50、it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey it is not a complete record of the discussion.,123,Label 1,Label 2,Label 3,AREA,Unit of measure,*Footnote Source:Source,124,Label 1,Label 2,Label 3,Label 4,Label

51、5,BAR,Unit of measure,*Footnote Source:Source,125,Label 1,Label 2,Label 3,Label 4,Label 5,Label 1,Label 2,Label 3,Label 4,Label 5,Title Unit of measure,Title Unit of measure,BAR 2,Unit of measure,*Footnote Source:Source,126,Label 1,Label 2,Label 3,Label 4,Label 5,BAR BUTTED,Unit of measure,*Footnote

52、 Source:Source,127,Label 1,Label 2,Label 3,Label 4,Label 5,000,000,000,000,000,Series,Series,BAR STACKED,Series,Unit of measure,*Footnote Source:Source,128,Label 1,Label 2,Label 3,Label 4,Label 5,000,000,000,000,000,100%=,Series,Series,BAR STACKED 100%,Series,Unit of measure,*Footnote Source:Source,

53、129,Title Unit of measure,Title Unit of measure,Label 1,Label 2,Label 3,Label 4,Label 5,Label 6,BUBBLE,Unit of measure,*Footnote Source:Source,130,Label 1,Label 2,Label 3,Label 4,Label 5,COLUMN,Unit of measure,*Footnote Source:Source,131,Label 1,Label 2,Label 3,Label 4,Label 5,Label 1,Label 2,Label

54、3,Label 4,Label 5,Title Unit of measure,Title Unit of measure,COLUMN 2,Unit of measure,*Footnote Source:Source,132,Label 1,Label 2,Label 3,Label 4,Label 5,COLUMN BUTTED,Unit of measure,*Footnote Source:Source,133,Label 1,Label 2,Label 3,Label 4,Label 5,Series,Series,Series,Series,000,000,000,000,000

55、,COLUMN STACKED,Unit of measure,*Footnote Source:Source,134,Label 1,Label 2,Label 3,Label 4,Label 5,Series,Series,Series,Series,100%=,000,000,000,000,000,COLUMN STACKED 100%,Unit of measure,*Footnote Source:Source,135,Title Unit of measure,Label 1,Label 2,Label 3,Label 4,Label 5,Title Unit of measur

56、e,100% =,000,Series,Series,Series,Series,Label 1,COMBO PIE SEGMENT COLUMN,Unit of measure,*Footnote Source:Source,136,Title Unit of measure,Title Unit of measure,Label 1,Label 2,Label 3,Label 4,Label 5,COST CURVE,Unit of measure,*Footnote Source:Source,137,Title Unit of measure,Title Unit of measure

57、,DUAL COLUMN LINE,Unit of measure,*Footnote Source:Source,138,Title Unit of measure,Title Unit of measure,DUAL LINE,Unit of measure,*Footnote Source:Source,139,Label 1,Label 2,Label 3,Label 4,LINE,Unit of measure,*Footnote Source:Source,140,Label 1,Label 2,Label 3,Label 4,Label 5,PIE,Unit of measure,*Footnote Source:Source,141,Title Unit of measure,Label 1,Label 2,Label 3,Label 4,Label 5,Title Unit of measure,Label 1,Label 2,Label 3,Label 4,Label 5,PIE 2,Unit of measure,*Footnote Source:Source,142,RANGE HIGH LOW,Unit of measure,*Footnote Source:Source,143,SCAT