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ManagementTools2001-GlobalBCTwoCopleyPlaceBoston,Massachusetts02116(617)-572-2000darrell.rigby@bain.comJune2001iOverthepastdecade,executiveshavewitnessedanexplosionofmanagementtoolsandtechniquessuchasOne-to-OneMarketing,TQM,andBenchmarking.Theterm“managementtool”nowencompassesabroadspectrumofapproachestomanagement–fromsimpleplanningsoftware,tocomplexorganizationaldesigns,torevisedphilosophiesofthebusinessworld.iManyofthesetoolsofferconflictingadvice.Onemaycallforkeepingallyourcustomerswhileanotherwilladviseyoutofocusonlyonthosethataremostprofitable.iAllofthesemanagementtoolshaveonethingincommon:Theypromisetomaketheirusersmoresuccessful.Andbeleagueredmanagers–strugglingtodemonstratethattheycanadapttorapidchangeinanincreasinglycompetitiveworld–haveturnedtomanagementtoolsinunprecedentednumbers.AnExplosionofManagementToolsiABCiMBOiTQMiJITiOVAiSVAiCPRiSPCiVirtualTeamsiReengineeringiMassCustomizationiSystemDynamicsiCreativeDestructioniConcurrentEngineeringiZero-BasedBudgetsiPIMSAnalysisiQualityCirclesiMarketDisruptionAnalysisiPortfolioAnalysisiExperienceCurvesiMissionandVisionStmts.iCycleTimeReductioniPay-for-PerformanceiCustomerSatisfactionMeas.iVisioningiCoreCompetenciesiBaldridgeAwardiMicro-MarketingiMRPIandMRPIIiTechnologyS-CurvesiDelphiTechniqueiGungHo!iISO9000i7-Ssi6-Sigmai5-Forcesi4-Psi3-Csi2x2Matricesi1-MinuteManagingi0-DefectsiCRMiStrategicAlliancesiCorporateVenturingiSelf-DirectedTeamsiStrategicPlanningiMergerIntegrationTeamsiBalancedScorecardiBenchmarkingiLifeCycleAnalysisiPermissionMarketingiScenarioPlanningiGrowthStrategiesiOne-to-OneMarketingiLearningOrganizationsiDataMiningiContinuousImprovementiValueChainAnalysisiNominalGroupTechniqueiConjointAnalysisiCompetitiveGamingiCustomerRetentioniGroupwareiPsychographicsiLoyaltyManagementiServiceGuarantees1iKeepingupwiththesetechniquesanddecidingwhichonestouseisbecominganessentialpartofeveryexecutive’sresponsibilities.Unfortunately,therehasbeenlittleobjectiveevidenceonwhethertoolusageisgoodorbad,orwhichtoolshaveproducedwhatresultsoverwhatperiodoftime.Therehasbeenno“ConsumerReports”onmanagementtoolstohelpmanagerssortfactsfromfictions.Intheabsenceofdata,groundlesshypecanmakechoosingandusingmanagementtoolsadangerousgameofchance.TheNeedforObjectiveDataiTheslateofmanagementtoolsandtechniquesisconfoundingandcompoundingiManagersmustdetermineifandhowanyofthesetoolsmightactuallyenhancetheirperformanceiButtherehasbeennoobjectivedataon:-Whetherincreasedtoolusageisgoodorbad-WhichtoolsareproducingwhatresultsiIntheabsenceofdata,groundlesshypemakeschoosingandusingmanagementtoolsadangerousgameofchance2iIn1993,Bainlaunchedamulti-yearresearchprojecttogetthefactsaboutmanagementtools.Ourobjectiveistoprovidemanagerswiththeinformationtheyneedtoidentify,select,implement,andintegratethetoolsthatwillimprovebottomlineresults.iOverthepasteightyears,wehaveassembledadatabasethatnowincludes5,615respondentsfromover20countriesinNorthAmerica,Europe,Asia,AfricaandSouthAmerica.iThisyear,wereceived451completedsurveysfromabroadrangeofinternationalmanagers.Wealsoconductedpersonalfollow-upinterviewstofurtherprobethecircumstancesunderhowtoolsaremostlikelytoproducethedesiredresults.8YearsofDataand5,615RespondentsOtherSouthAmericaAsiaEuropeNorthAmericaOtherSouthAmericaAsiaEuropeNorthAmerica1993-200020005,615451020406080100%3iThisyear,wefocusedon25ofthemostpopulartoolsandtechniques,listedontheslidebelow.Toqualifyforinclusion,atoolhadtobe:iRelevanttoseniormanagementiTopical(asevidencedbycoverageinthebusinesspress)iMeasurableiWedefinedthesetoolsinabookletentitled“ManagementTools2001,AnExecutive’sGuide.”iThebookletsandsurveysweremailedtoseniorexecutives(awell-balancedmixoflineandstaff,corporateanddivisionalmanagers)aroundtheworld.Thesurveyisreprintedintheappendixatthebackofthisreport.*Toolincludedinthesurveyforthefirsttimein2000WeFocusedon25oftheMostPopularToolsiActivity-BasedManagementiBalancedScorecardiBenchmarkingiCoreCompetenciesiCorporateVenturing*iCustomerRelationshipManagement*iCustomerSatisfactionMeasurementiCustomerSegmentationiCycleTimeReductioniGrowthStrategiesiKnowledgeManagementiMarketDisruptionAnalysisiMergerIntegrationTeamsiMissionandVisionStatementsiOne-to-OneMarketingiOutsourcingiPay-for-PerformanceiRealOptionsAnalysisiReengineeringiScenarioPlanningiShareholderValueAnalysisiStrategicAlliancesiStrategicPlanningiSupplyChainIntegrationiTotalQualityManagement4iTheInternationalrespondentsrepresentafullrangeofindustries,companysizes,andfinancialreturns.DemographicsofGlobalRespondentsfor2000OtherHealthcarePetroleum/HealthcareUtilitiesTransportationInformationTechnologyConsumerProductsManufacturingServices$2B+$600MM-$2B600MM30%+20-29%10-19%Lessthan10%NoIncreaseIndustryCorporateSales1998-2000IncreaseinMarketValue020406080100%5iWiththeresultsof5,615surveysandnearly300personalinterviewsinourdatabase,wehavecreatedtheworld’smostcomprehensiveanddefinitivefactbaseonmanagementtoolsandtechniques.iThisyear’skeyfindingsaresummarizedonthenextfourpages.TheTruthAboutToolsiRespondents’attitudesreflecttheir