《麦肯锡_Mckinsey-分析问题的框架和思路(英.ppt》由会员分享，可在线阅读，更多相关《麦肯锡_Mckinsey-分析问题的框架和思路(英.ppt（27页珍藏版）》请在taowenge.com淘文阁网|工程机械CAD图纸|机械工程制图|CAD装配图下载|SolidWorks_CaTia_CAD_UG_PROE_设计图分享下载上搜索。
1、分析问题的思路和框架分析问题的思路和框架麦肯锡系列麦肯锡系列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
2、 to whomand how tasks are bothdivided 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 action
3、s aimedat gaining asustainableadvantage overcompetitionStrategyCapabilitiespossessed bythe organizationas a whole asdistinct from theindividuals.Somecompanies performextraordinaryfeats withordinary peopleSkillsStaffStyleSharedValuesStructureA coherent set ofactions aimed at gaininga sustainable adva
4、ntageover competitionThose 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 wa
5、y managerscollectively behavewith 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 personalitiesSkillsSharedvaluesStrategyStaffStructureSy
6、stemsCapabilitiespossessed 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 o
7、f 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 managers collectivelybehave with
8、 respect to use of time,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
9、individuals.Some companiesperform extraordinary feats withordinary peopleCommitmentCapabilityConvictionCourageEnablingdevicesIndividualactivityChangevisionChiefexecutiveDown thelineExternalconstituentsLeadershipgroupsDevelopingfelt need.andvision.amplifyingchange andbuildingskills.andreinforcingchan
10、geInstitutional-izing achangemindset 1.Preparing for change 2.Bringing about change 3.Sustainingchange Launchingchange.Vision andLeadershipOrganizationalInfrastructurePerformancemeasurementPeopledevelopmentCommunicationsProblem solvingprocess Implementation ornear implementationof required structure
11、and systems Flow of 2-waycommunications Peoples understanding,belief and contributionto act on vision andaction plans Accurate measurementof action and results Clear accountabilities Early wins Action plans sufficient toachieve goals Agreement on objectivesby line management Management of high-invol
12、vement process Visibledemonstrationof new vision andvalues by clientleadership Client managers(particularlymiddle management)haveskill to lead programimplementation Change in actual behavior P Delta Governmentderegulation ofthe industry Licensing of 16new(mainlyforeign)banks Freeing-up of mostintere
13、st rates Virtuallyunrestricted entryinto foreignexchange dealingAvailability of new,low-cost networkingtechnology ATMs Low-cost,high-speed datacommunicationslinks“Smart”plastic cardsSubstantially reducedconcentrationInflux of new“players”withdiverse methods,valuesand backgrounds,etc.Formation of str
14、ategicgroups 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 foreignexchangeIncreased focus on ma
15、rketsegments(e.g.consumer,rural and commercial)through Products Outlets Staff trainingReduced marginsReduced costsImproved serviceP R O D U C E R SExternalshocksChanges inConductCChanges inPerformancePI N D U S T R YChanges inStructureSProductivityContributionTotal selling costsSelling marginContrib
16、utionSalesSelling rateSalesAvailable selling timeUtilizationAvailable selling timeTotal sales timeSupport intensitySupport costsTotal selling costsEffectivenessContributionAvailable selling timeEfficiencyAvailable selling timeTotal selling costsSupport leverageTotal sales timeSupport costsProduct offeringPlacePricePositioningpromotionProductPackageP R O D U C E R SI N D U S T R YtructureSonductCerformancePExternalshocksFeedbackP R O D U C E R SChanges inConductCChanges inPerformancePI N D U S T R YChanges inStructureS