1、The people in the organization, considered in terms of corporate demographics,not individual personalitiesThe processes and proceduresthrough which things get done from day to dayStaffThe way managers collectively behave with respect to use of time, attention,and symbolic actionsStyleSystemsStrategy

2、SkillsA coherent set of actions aimed at gaining a sustainable advantage overcompetitionCapabilities possessed by the organization as a whole as distinct from theindividuals. Some companies perform extraordinaryfeats withordinary peopleSharedStructureValuesThe organization chart and accompanying bag

3、gage that show who reports to whom and how tasks are bothdivided up and integratedThose ideas of what is right and desirable (in corporate and/or individual behavior) which are typical of the organization andcommon to most of its membersThe organization chart and accompanying baggage that show who r

4、eports to whom and how tasks are both divided up and integratedA coherent set of actions aimed at gaining a sustainable advantage over competitionStructureThe people in the organization, considered interms of corporate demographics, not individual personalitiesCapabilities possessed by the organizat

5、ion as a whole as distinct fromthe individuals.Some companiesStrategySkillsStaffStyleThe way managers collectively behave with respect to use of time, attention and symbolic actionsShared valuesperform extraordinary feats with ordinary peopleThose ideas of what is right and desirable (in corporate a

6、nd/or individual behavior) which are typical of the organization and common to most of its membersThe processes and procedures through which things get done from day-to-daySystemsThe way managers collectively behave with respect to use of time, attention and symbolic actionsCapabilities possessed by

7、 the organization as a whole as distinct from the individuals. Some companies perform extraordinary feats with ordinary peopleA coherent set of actions aimedat gaining a sustainable advantageStyleover competitionStrallsThose ideas of what is right and desirable (in corporate and/or individual behavi

8、or) which are typical of the organization and common to most of its membersThe people in the organization, considered in terms of corporate demographics, not individual personalitiesStemsStructureThe processes and procedures through which things get done from day-to-dayThe organization chart and acc

9、ompanying baggage that show who reports to whom and how tasks are both divided up and integratedtegySkiShar valuaffed esSystCustomerDistributorsClientsCompetitorsSuppliersLowMediumHighProduct/market attractivenessCompetitive positionLowMediumHighCommitmentCapabilityChangevisionIndividual activityEna

10、bling devicesConvictionCourageChief executiveLeadershipgroupsDown the lineExternal constituents3.Sustainingchange2.Bringing about changeInstitutional- izing a changemindset1. Preparing for change. . . and reinforcingchange. . . amplifying change and buildingskills . . .Launchingchange . . . . . andv

11、isionDevelopingfelt need. . .ProfitsProduct line economicsDollarsContributionFixed costsNumber of productsCostPriceSpreadCapacityDemandFlow of 2-way communicationsPeoples understanding, belief and contribution to act on vision andaction plansAccurate measurement of action and results Clear accountab

12、ilitiesEarly winsPerfortionsmeasureVisible demonstrationof new vision andvalues by client leadershipVision andLeadershipOrganizationalInfrastructureProeentsolvImplementation or near implementation of required structureand systemsproAction plans sufficient to achieve goals Agreement on objectives by

13、line management Management of high-involvement process Client managers (particularly middle management) have skill to lead program implementation Change in actual behaviormancementCommunicaDeltaPblemPeoplingdevelopmcessYear1234Terminal or continuing valueDiscount at WACCBusiness entity valueCostsExi

14、sting configurationReduce1New configurationReconfigure23RebalanceLogistics Service Level100%Value-creation potential in business unitHighMediumLowCorporate centre skillsBusiness unit linkagesTaxation/ valuation differencesRelative ability to extract value揙ne of the pack?Natural ownerRetain and give

15、top priorityRetain and give priorityRetain and manage for code or liquidateProbably divestDivestDivest or liquidate Industry attractiveness Competitive position Restructuring/rationalization opportunitiesLowHighEntry riskOpportunity costHighLowLeap frogAcquisitionExitCash programHybrid stepJoint ven

16、tureStep by step Outside niche stepQuantum100% rightleap parallelprogramsValuesNecessary supportBusiness prioritiesPeople practicesProduct and process design and supplier policesManufacturing and assembly processProductI N D U S T R YP R O D U C E R SChanges in StructureChanges in ConductChanges in

17、PerformanceExternal shocksGovernment deregulation of the industry Licensing of 16 new (mainly foreign) banks Freeing-up of most interest rates Virtually unrestricted entry into foreign exchange dealingSubstantially reduced concentrationReduced marginsIncreased price rivalry, especially in commercial

18、 segment and foreign exchangeIncreased focus on market segments (e.g. consumer, rural and commercial) throughReduced costsInflux of new “players” with diverse methods, values and backgrounds, etc.Improved serviceFormation of strategic groups of banks“Full-line/high-tech/ maximize-share” bankers “Nic

19、he” bankersProducts OutletsStaff trainingAvailability of new, low-cost networking technologyIncumbent banks stuck with high-cost “bricks and mortar” networks; entrants able to use electronic/plastic networks more intensivelyATMsLow-cost,high-speed data communications links“Smart” plastic cardsPCSPer

20、formanceCumulative development effortAppraise performance and prospectsBottom up action programs18Develop strategy23Top down action programs7Define and appraise skills64Redesign pivotal jobsAssess change readiness5Design the skill building processService requirementsApplication economicsSDFs3.Create

21、 and pursue a unique advantage2.4.Exploit unique advantage industrywideResegment the market to create a nicheWhen tocompete1.Do more and better of the sameStage 4Stage 3Stage 2Stage 1Forecast based planningExternally orientated planningStrategic manage- mentBudget planningMeet budget and schedulePre

22、dict the futureThink strategicallyCreate the futureValue systemSelling margin ContributionSalesEffectiveness ContributionAvailable selling timeSelling rate SalesAvailable selling timeProductivity ContributionTotal selling costsUtilizationAvailable selling timeTotal sales timeSupport leverage Total sales time Support costsEfficiency Available selling time Total selling costsSupport intensity Support costs Total selling costsImprove core