麦肯锡分析问题的框架和思路

SystemsThewaymanagerscollectivelybehavewithrespecttouseoftime,attention,andsymbolicactionsThepeopleintheorganization,consideredintermsofcorporatedemographics,notindividualpersonalitiesTheorganizationchartandaccompanyingbaggagethatshowwhoreportstowhomandhowtasksarebothdividedupandintegratedThoseideasofwhatisrightanddesirable(incorporateand/orindividualbehavior)whicharetypicaloftheorganizationandcommontomostofitsmembersTheprocessesandproceduresthroughwhichthingsgetdonefromdaytodayAcoherentsetofactionsaimedatgainingasustainableadvantageovercompetitionStrategyCapabilitiespossessedbytheorganizationasawholeasdistinctfromtheindividuals.SomecompaniesperformextraordinaryfeatswithordinarypeopleSkillsStaffStyleSharedValuesStructureAcoherentsetofactionsaimedatgainingasustainableadvantageovercompetitionThoseideasofwhatisrightanddesirable(incorporateand/orindividualbehavior)whicharetypicaloftheorganizationandcommontomostofitsmembersTheorganizationchartandaccompanyingbaggagethatshowwhoreportstowhomandhowtasksarebothdividedupandintegratedThewaymanagerscollectivelybehavewithrespecttouseoftime,attentionandsymbolicactionsTheprocessesandproceduresthroughwhichthingsgetdonefromday-to-dayThepeopleintheorganization,consideredintermsofcorporatedemographics,notindividualpersonalitiesSkillsSharedvaluesStrategyStaffStructureSystemsCapabilitiespossessedbytheorganizationasawholeasdistinctfromtheindividuals.SomecompaniesperformextraordinaryfeatswithordinarypeopleStyleStyleStructureStaffStrategySystemsSkillsSharedvaluesAcoherentsetofactionsaimedatgainingasustainableadvantageovercompetitionThoseideasofwhatisrightanddesirable(incorporateand/orindividualbehavior)whicharetypicaloftheorganizationandcommontomostofitsmembersTheorganizationchartandaccompanyingbaggagethatshowwhoreportstowhomandhowtasksarebothdividedupandintegratedThewaymanagerscollectivelybehavewithrespecttouseoftime,attentionandsymbolicactionsTheprocessesandproceduresthroughwhichthingsgetdonefromday-to-dayThepeopleintheorganization,consideredintermsofcorporatedemographics,notindividualpersonalitiesCapabilitiespossessedbytheorganizationasawholeasdistinctfromtheindividuals.SomecompaniesperformextraordinaryfeatswithordinarypeopleCustomerClientsDistributorsCompetitorsSuppliersCompetitivepositionLowMediumHighProduct/marketattractivenessLowMediumHighCommitmentCapabilityConvictionCourageEnablingdevicesIndividualactivityChangevisionChiefexecutiveDownthelineExternalconstituentsLeadershipgroupsDevelopingfeltneed......andvision...amplifyingchangeandbuildingskills......andreinforcingchangeInstitutional-izingachangemindset1.Preparingforchange2.Bringingaboutchange3.SustainingchangeLaunchingchange...ProfitsProductlineeconomicsDollarsNumberofproductsContributionFixedcostsCostPriceSpreadCapacityDemandVisionandLeadershipOrganizationalInfrastructurePerformancemeasurementPeopledevelopmentCommunicationsProblemsolvingprocess•Implementationornearimplementationofrequiredstructureandsystems•Flowof2-waycommunications•People’sunderstanding,beliefandcontributiontoactonvisionandactionplans•Accuratemeasurementofactionandresults•Clearaccountabilities•Earlywins•Actionplanssufficienttoachievegoals•Agreementonobjectivesbylinemanagement•Managementofhigh-involvementprocess•Visibledemonstrationofnewvisionandvaluesbyclientleadership•Clientmanagers(particularlymiddlemanagement)haveskilltoleadprogramimplementation•ChangeinactualbehaviorPDeltaTerminalorcontinuingvalueDiscountatWACCYear1234Businessentityvalue100%Costs1ReconfigureRebalance23NewconfigurationExistingconfigurationReduceLogisticsServiceLevelNaturalownerRelativeabilitytoextractvalueLowMediumValue-creationpotentialinbusinessunitHigh•Corporatecentreskills•Businessunitlinkages•Taxation/valuationdifferences•Industryattractiveness•Competitiveposition•Restructuring/rationalizationopportunities揙neofthepack?RetainandgivepriorityRetainandmanageforcodeorliquidateRetainandgivetoppriorityProbablydivestDivestDivestorliquidateLowHighLowHighEntryriskOpportunitycostQuantumleapparallelprogramsCashprogramHybridstepStepbystepOutsidenichestep100%rightLeapfrogExitAcquisitionJointventureValuesBusinessprioritiesPeoplepracticesProductandprocessdesignandsupplierpolicesManufacturingandassemblyprocessProductNecessarysupportGovernmentderegulationoftheindustry•Licensingof16new(mainlyforeign)banks•Freeing-upofmostinterestrates•VirtuallyunrestrictedentryintoforeignexchangedealingAvailabilityofnew,low-costnetworkingtechnology•ATMs•Low-cost,high-speeddatacommunicationslinks•“Smart”plasticcardsSubstantiallyreducedconcentrationInfluxofnew“players”withdiversemethods,valuesandbackgrounds,etc.Formationofstrategicgroupsofbanks•“Full-line/high-tech/maximize-share”bankers•“Niche”bankersIncumbentbanksstuckwithhigh-cost“bricksandmortar”networks;entrantsabletouseelectronic/plasticnetworksmoreintensivelyIncreasedpricerivalry,especiallyincommercialsegmentandforeignexchangeIncreasedfocusonmarketsegments(e.g.consumer,ruralandcommercial)through•Products•Outlets•StafftrainingReducedmarginsReducedcostsImproved