麦肯锡咨询报告原版McKinsey_Lane_Five_Frames_20110128

TheFiveFrames–AGuidetoTransformationalChangeCONFIDENTIALANDPROPRIETARYAnyuseofthismaterialwithoutspecificpermissionofMcKinsey&CompanyisstrictlyprohibitedMcKinsey&Company1|PerformanceANDhealthmatter▪Organisationsattainexcellenceonlywhenleadersmanagebothperformanceandhealthwithequalrigour▪“Health”canbedefinedasanorganisation’sabilitytoalign,executeandrenewitselffasterthanthecompetition▪Managinghealthisnotsomethingyoudointhefuture;itisabouttheactionsyoutaketodaytodeliverperformancetomorrow▪Organisationalexcellencecanbeachievedthroughafive-stageprocess:aspire,assess,architect,actandadvance“YouneedtocreateorganisationalDNAforlong-termsuccess.Andthat’swhatenablesyoutoperformintheshortterm”NarayanaMurthy,formerChairmanofInfosysTechnologiesSOURCE:InterviewbyGautamKumraandJimWendler,‘Thecreativeartofinfluence:Makingchangepersonal’,VoicesonTransformation1,McKinsey&Company,2005.McKinsey&Company2|ContentsHealthtodaydrivesperformancetomorrowTheFiveFramesofsuccessfultransformationWhereareyouinyourjourneytohealth?McKinsey&Company3|EstimatedlifespanofS&P500companiesbasedoncompanyexitsTotalreturntoshareholderofnewentrantsrelativetoindustryaveragePercentThereseemstobea“survivors’curse”wherebybeyonda20-yearlifecycle,organisationswillstruggletoremaincompetitiveandeffective141926459020081995197519551935-10-50510152520151051AttackersSurvivorsYearsHalfofallcompaniesintheS&P500in2008arelikelytobegoneby2015SOURCE:McKinsey,‘CreativeDestruction’CompetitivenessnaturallydeclinesovertimeMcKinsey&Company4|Companiesthatsucceedovertimebuildandmaintainorganisationalhealth-failuretodosocanbeanorganisation’sdownfallSOURCE:Datastream;WebSearch;Presssearch405060708090100110120130140150Jan-04May-04Sep-04Jan-05May-05Sep-05Jan-06May-06Sep-06Jan-07May-07Sep-07Jan-08May-08Sep-08Jan-09May-09Sep-09CAGR4.26%SharepriceofIBMUS$“Despiteitssize,IBMhasremainednimbleandhaskeptitsfeetmovingbychangingwithtechnologytrends.Withoutquestion,IBMisdistinguishingitselfasoneofthebest-runcompaniesintheworld.”–BusinessWeek(21/07/2009)CAGR-54.38%SharePriceofGeneralMotorsUS$0102030405060Jan-04May-04Sep-04Jan-05May-05Sep-05Jan-06May-06Sep-06Jan-07May-07Sep-07Jan-08May-08Sep-08Jan-09May-09“GM'scoreproblemisitscorporateandworkplaceculture-theunquantifiablebutessentialattitudes,mindsetsandrelationshipspasseddown,yearafteryear.”–NewYorkTimes(06//2009)McKinsey&Company5|BothperformanceANDhealthmustbemanagedHealthWhatanenterprisedeliverstostakeholdersinfinancialandoperationalterms(e.g.,netoperatingprofit,ROACE,TRS,netoperatingcosts,stockturn)Performance“Thenarrowpursuitofshareholdervaluewasthedumbestideaintheworld”–JackWelchFormerChairmanandCEOofGEFinancialTimes,August2009“Wehavenotachievedourtremen-dousincreaseinshareholdervaluebymakingshareholdervaluetheonlypurposeofourbusiness”–JohnMackeyFounderandCEOofWholeFoodsReasonMagazine,October2005Theabilityofanorganisationtoalign,executeandrenewitselftosustainexceptionalperformanceovertimeSOURCE:ScottKellerandColinPrice,‘PerformanceandHealth:Anevidence-basedapproachtotransformingyourorganisation’,2010.McKinsey&Company6|ThereareninevitalsignsoforganisationalhealthAclearsenseofwheretheorganisationisheadingandhowitwillgetthereTheabilitytoevaluateorganisationalperformanceandrisk,andtoaddressissuesandopportunitiesTheextenttowhichleadersinspireotherstoactThesharedbeliefsandqualityofinteractionsacrosstheorganisationTheextenttowhichindividualsunderstandwhatisexpected,haveappropriateauthority,andtakeresponsibilityforresultsThepresenceoftheinstitutionalskillsrequiredtoexecutestrategyandcreatecompetitiveadvantageThepresenceofenthusiasmthatdrivesemployeestoputinextraordinaryefforttodeliverresultsDirectionLeadershipCultureandclimateAccountabilityCoordinationandcontrolCapabilityMotivationThequalityandflowofnewideas,andtheabilitytoadaptandshapetheorganisationInnovationandlearningThequalityofengagementwithcustomers,suppliers,partnersandotherexternalstakeholdersExternalorientationInnovationandlearningExternalorientationCultureandclimateDirectionAccounta-bilityCapabilityMotivationCoordinationandcontrolLeadershipSOURCE:ScottKellerandColinPrice,‘PerformanceandHealth:Anevidence-basedapproachtotransformingyourorganisation’,2010.McKinsey&Company7|EBITDAmarginGrowthinenterprisevalue/bookvalueGrowthinnetincome/sales1Comprisedof2ndand3rdquartilesSOURCE:McKinseyOrganisationalHealthIndexdataminingeffortHealthyorganisationsaremoreprofitableLikelihoodthatorganisationswith‘top’resultsinhealthprofilehaveabove-medianfinancialperformance,%684831TopMid¹Bottom2.2x625231TopMid¹Bottom2.0x585338TopMid¹Bottom1.5x“Barclayshassurvivedandprosperedonlybymakingtoughdecisions.Thishasrequiredleaderstomaketherightjudgementsintheirtime-rightforthebusinessoftheday,respectfulofhistoryandmindfulofsettingtherightpathforahealthybusinessinthefutureJohnVarleyCEOBarclays,FinancialTimes4June2009McKinsey&Company8|OrganisationstypicallyencountersimilarpitfallsintheirtransformationaljourneytoachievingperformanceANDhealth1.Theurgentdrivestheimportantoutofsight3.Changeprogrammesemphasise”doingdiff