麥肯錫分析問(wèn)題的框架和思路翻譯課件

戰(zhàn)略(strategy):AcoherentsetofactionsaimedatgainingasustainableadvantageoverCompetition.戰(zhàn)略是企業(yè)根據(jù)內(nèi)外環(huán)境及可取得資源的情況，為求得企業(yè)生存和長(zhǎng)期穩(wěn)定地發(fā)展，對(duì)企業(yè)發(fā)展目標(biāo)、達(dá)到目標(biāo)的途徑和手段的總體謀劃，是一系列戰(zhàn)略決策。為選定顧客群提供突出價(jià)值的一整套行動(dòng)，其成本結(jié)構(gòu)有利于持續(xù)獲得優(yōu)異回報(bào)。

結(jié)構(gòu)(Structure):Theorganizationchartandaccompanyingbaggagethatshowwhoreportstowhomandhowtasksarebothdividedupandintegrated.結(jié)構(gòu)即企業(yè)的目標(biāo)、協(xié)同、人員、職位、相互關(guān)系、信息等組織要素的有效排列組合方式。就是將企業(yè)的目標(biāo)任務(wù)分解到職位，再把職位綜合到部門(mén)，由眾多的部門(mén)組成垂直的權(quán)利系統(tǒng)和水平分工協(xié)作系統(tǒng)的一個(gè)有機(jī)的整體。一個(gè)有序的、可預(yù)測(cè)的系統(tǒng)，它決定誰(shuí)向誰(shuí)報(bào)告，以及任務(wù)如何分解和整合。制度(Systems):Theprocessesandproceduresthroughwhichthingsgetdonefromday-to-day.通過(guò)日常事情制定進(jìn)程和程序。風(fēng)格(Style)：Thewaymanagerscollectivelybehavewithrespecttouseoftime,attentionandsymbolicactions.管理人員集體的行為方式方面的使用時(shí)間，注意和象征性的行動(dòng)。共同的價(jià)值觀(SharedValues)：Thoseideasofwhatisrightanddesirable(incorporateand/or

individualbehavior)whicharetypicaloftheorganizationandcommontomostofitsmembers。由企業(yè)成員共同的價(jià)值觀念具有導(dǎo)向、約束、凝聚、激勵(lì)及輻射作用，可以激發(fā)全體員工的熱情，統(tǒng)一企業(yè)成員的意志和欲望，齊心協(xié)力地為實(shí)現(xiàn)企業(yè)的戰(zhàn)略目標(biāo)而努力。這就需要企業(yè)在準(zhǔn)備戰(zhàn)略實(shí)施時(shí)，要通過(guò)各種手段進(jìn)行宣傳，使企業(yè)的所有成員都能夠理解它、掌握它，并用它來(lái)指導(dǎo)自己的行動(dòng)。這些思想什么是正確和可取的（在企業(yè)和/或個(gè)人行為）這是典型的組織和共同的大部分成員。戰(zhàn)略(strategy):Acoherentseto1人員(Staff)：Thepeopleintheorganization,consideredintermsofcorporatedemographics,notindividualpersonalities。組織中的人們，是按組織人口統(tǒng)計(jì)學(xué)而不是個(gè)體的個(gè)性來(lái)考慮的。技能(Skills)：Capabilitiespossessedbytheorganizationasawholeasdistinctfromtheindividuals.Somecompaniesperformextraordinaryfeatswithordinarypeople。組織作為一個(gè)整體所擁有的能力與個(gè)人的能力截然不同。一些公司使用普通人但表現(xiàn)超常的整體技能。在執(zhí)行公司戰(zhàn)略時(shí)，需要員工掌握一定的技能，這有賴于嚴(yán)格、系統(tǒng)的培訓(xùn)。每個(gè)人都要經(jīng)過(guò)嚴(yán)格的訓(xùn)練，才能成為優(yōu)秀的人才。人員(Staff)：Thepeopleintheo2SystemsThewaymanagerscollectivelybehavewithrespecttouseoftime,attention,andsymbolicactionsThepeopleintheorganization,consideredintermsofcorporatedemographics,notindividualpersonalitiesTheorganizationchartandaccompanyingbaggagethatshowwhoreportstowhomandhowtasksarebothdividedupandintegratedThoseideasofwhatisrightanddesirable(incorporateand/orindividualbehavior)whicharetypicaloftheorganizationandcommontomostofitsmembersTheprocessesandproceduresthroughwhichthingsgetdonefromdaytodayAcoherentsetofactionsaimedatgainingasustainableadvantageovercompetitionStrategyCapabilitiespossessedbytheorganizationasawholeasdistinctfromtheindividuals.SomecompaniesperformextraordinaryfeatswithordinarypeopleSkillsStaffStyleSharedValuesStructureSystemsThewaymanagerscollect3AcoherentsetofactionsaimedatgainingasustainableadvantageovercompetitionThoseideasofwhatisrightanddesirable(incorporateand/orindividualbehavior)whicharetypicaloftheorganizationandcommontomostofitsmembersTheorganizationchartandaccompanyingbaggagethatshowwhoreportstowhomandhowtasksarebothdividedupandintegratedThewaymanagerscollectivelybehavewithrespecttouseoftime,attentionandsymbolicactionsTheprocessesandproceduresthroughwhichthingsgetdonefromday-to-dayThepeopleintheorganization,consideredintermsofcorporatedemographics,notindividualpersonalitiesSkillsSharedvaluesStrategyStaffStructureSystemsCapabilitiespossessedbytheorganizationasawholeasdistinctfromtheindividuals.SomecompaniesperformextraordinaryfeatswithordinarypeopleStyleAcoherentsetofactionsaime4StyleStructureStaffStrategySystemsSkillsSharedvalues

AcoherentsetofactionsaimedatgainingasustainableadvantageovercompetitionThoseideasofwhatisrightanddesirable(incorporateand/orindividualbehavior)whicharetypicaloftheorganizationandcommontomostofitsmembersTheorganizationchartandaccompanyingbaggagethatshowwhoreportstowhomandhowtasksarebothdividedupandintegratedThewaymanagerscollectivelybehavewithrespecttouseoftime,attentionandsymbolicactionsTheprocessesandproceduresthroughwhichthingsgetdonefromday-to-dayThepeopleintheorganization,consideredintermsofcorporatedemographics,notindividualpersonalitiesCapabilitiespossessedbytheorganizationasawholeasdistinctfromtheindividuals.SomecompaniesperformextraordinaryfeatswithordinarypeopleStyleStructureStaffStrategySys5顧客客戶競(jìng)爭(zhēng)對(duì)手經(jīng)銷(xiāo)商供應(yīng)商顧客客戶競(jìng)爭(zhēng)對(duì)手經(jīng)銷(xiāo)商供應(yīng)商6競(jìng)爭(zhēng)地位高中低低中高產(chǎn)品/市場(chǎng)吸引力競(jìng)爭(zhēng)地位高中低低中高產(chǎn)品/市場(chǎng)吸引力7Commitment承諾Capability能力Conviction信念Courage勇氣EnablingDevices實(shí)現(xiàn)手段IndividualActivity個(gè)別活動(dòng)ChangeVision改變視角ChiefExecutive執(zhí)行人員DowntheLine直線ExternalConstituents外部要素LeadershipGroups領(lǐng)導(dǎo)團(tuán)隊(duì)Commitment承諾Capability能力Conv8Developingfeltneed...需要發(fā)展。。....andVision..和..視覺(jué)...amplifyingchangeandbuildingskills...適應(yīng)變化和提高技能...andreinforcingChange增強(qiáng)變化Institutional-izingachangeMindset制度化關(guān)于變化的思維模式Preparingforchange準(zhǔn)備改變期

Bringingaboutchange達(dá)到變動(dòng)期

3.Sustainingchange持續(xù)的變化Launchingchange..開(kāi)展變化.

Developing...andVision...9利潤(rùn)產(chǎn)品數(shù)量固定費(fèi)用美元生產(chǎn)線經(jīng)濟(jì)貢獻(xiàn)利潤(rùn)產(chǎn)品數(shù)量固定費(fèi)用美元生產(chǎn)線經(jīng)濟(jì)貢獻(xiàn)10價(jià)格成本需求能力延展價(jià)格成本需求能力延展11VisionandLeadership遠(yuǎn)見(jiàn)和領(lǐng)導(dǎo)能力OrganizationalInfrastructure組織架構(gòu)PerformanceMeasurement績(jī)效測(cè)量PeopleDevelopment人員的發(fā)展Communications交流

ProblemsolvingProcess解決問(wèn)題的過(guò)程?Implementationornearimplementationofrequiredstructureandsystems?Flowof2-waycommunications?People’sunderstanding,beliefandcontributiontoactonvisionandactionplans?Accuratemeasurementofactionandresults?Clearaccountabilities?Earlywins?Actionplanssufficienttoachievegoals?Agreementonobjectivesbylinemanagement?Managementofhigh-involvementprocess?VisibledemonstrationofnewvisionandvaluesbyclientLeadership可以被預(yù)見(jiàn)和論證客戶領(lǐng)導(dǎo)的新的愿景和價(jià)值觀?Clientmanagers(particularlymiddlemanagement)haveskilltoleadprogramimplementation?Changeinactualbehavior

P

Delta精確測(cè)量的行動(dòng)和結(jié)果明確責(zé)任早勝制定充分的行動(dòng)計(jì)劃以實(shí)現(xiàn)目標(biāo)通過(guò)目標(biāo)管理協(xié)議目標(biāo)高參與過(guò)程的管理2種途徑的溝通方式人的理解，信仰和貢獻(xiàn)以作用遠(yuǎn)見(jiàn)和行動(dòng)計(jì)劃實(shí)現(xiàn)或接近實(shí)現(xiàn)所需的結(jié)構(gòu)和系統(tǒng)客戶經(jīng)理（尤其是中層管理）有能力領(lǐng)導(dǎo)計(jì)劃的實(shí)施在實(shí)際的行為改變VisionandLeadershipOrganizati12終端或持續(xù)的價(jià)值業(yè)務(wù)實(shí)體價(jià)值年折扣加權(quán)平均資本成本終端或持續(xù)的價(jià)值業(yè)務(wù)實(shí)體價(jià)值年折扣加權(quán)平均資本成本13成本物流服務(wù)水平減少重現(xiàn)配置現(xiàn)有的配置新的配置再平衡成本物流服務(wù)水平減少重現(xiàn)配置現(xiàn)有的配置新的配置再平14高中低行業(yè)吸引力競(jìng)爭(zhēng)地位重組或者合理化機(jī)會(huì)相關(guān)部門(mén)的職能業(yè)務(wù)部聯(lián)系稅務(wù)/估值差異業(yè)務(wù)單元?jiǎng)?chuàng)造價(jià)值的潛力獲得價(jià)值的相對(duì)能力自然人？保留并給予最優(yōu)先保留并給予優(yōu)先編碼保留和管理或者清算可能放棄放棄出售或清算高中低行業(yè)吸引力相關(guān)部門(mén)的職能業(yè)務(wù)單元?jiǎng)?chuàng)造價(jià)值的潛力獲得價(jià)值15機(jī)會(huì)成本高高低低項(xiàng)目風(fēng)險(xiǎn)現(xiàn)金項(xiàng)目混合式步一步一步在利基之外合資企業(yè)獲得100%正確類(lèi)似總量飛躍項(xiàng)目蛙跳式退出機(jī)會(huì)成本高高低低項(xiàng)目風(fēng)險(xiǎn)現(xiàn)金項(xiàng)目混合式步一步一步16產(chǎn)品必要支持價(jià)值制造和裝配過(guò)程產(chǎn)品和過(guò)程設(shè)計(jì)和供應(yīng)商管理人的實(shí)踐業(yè)務(wù)重點(diǎn)產(chǎn)品必要支持價(jià)值制造和裝配過(guò)程產(chǎn)品和過(guò)程設(shè)計(jì)和供應(yīng)商管理人的17Governmentderegulationoftheindustry?Licensingof16new(mainlyforeign)banks?Freeing-upofmostinterestrates?VirtuallyunrestrictedentryintoforeignexchangedealingAvailabilityofnew,low-costnetworkingtechnology?ATMs?Low-cost,high-speeddatacommunicationslinks?“Smart”plasticcardsSubstantiallyreducedConcentration大幅度降低集中度Influxofnew“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?StafftrainingReducedmarginsReducedcostsImprovedservicePRODUCERSExternalshocksChangesinConductCChangesinPerformancePINDUSTRYChangesinStructureS行業(yè)生廠商外部沖擊降低市場(chǎng)份額降低成本提升服務(wù)產(chǎn)品結(jié)構(gòu)中的變化行為中的變化業(yè)績(jī)中的變化出口員工培訓(xùn)涌入的不同的方法，價(jià)值觀和背景等新的“球員”。增加專注于細(xì)分市場(chǎng)（如通過(guò)消費(fèi)，農(nóng)村和商業(yè)現(xiàn)任的銀行卡與高成本的實(shí)體網(wǎng)絡(luò)；參與者能夠更深入使用網(wǎng)絡(luò)

增加價(jià)格競(jìng)爭(zhēng)尤其是商業(yè)環(huán)節(jié)和外匯形成戰(zhàn)略銀行集團(tuán)“全線/高科技/最大利益均分的”銀行家“利基”的銀行家獲得新的，低成本的網(wǎng)絡(luò)技術(shù)自動(dòng)取款機(jī)

低成本，高速數(shù)據(jù)通信鏈路“智能”卡片政府放松管制的行業(yè)

許可證的16個(gè)新的（主要是國(guó)外的）銀行

放松大多數(shù)利率

幾乎不受限制地進(jìn)入外匯交易

Governmentderegulationofthei18Incumbentbanksstuckwithhigh-cost“bricksandmortar”networks;entrantsabletouseelectronic/plasticnetworksmoreintensivelyFormationofstrategicgroupsofbanks“Full-line/high-tech/maximize-share”bankers“Niche”bankersInfluxofnew“players”withdiversemethods,valuesandbackgrounds,etc.

Increasedpricerivalryespeciallyincommercialsegmentandforeignexchange增加價(jià)格競(jìng)爭(zhēng)尤其是商業(yè)環(huán)節(jié)和外匯Increasedfocusonmarketsegments(e.g.consumer,ruralandcommercialThrough增加專注于細(xì)分市場(chǎng)（如通過(guò)消費(fèi)，農(nóng)村和商業(yè)GovernmentderegulationoftheindustryLicensingof16new(mainlyforeign)banksFreeing-upofmostinterestratesVirtuallyunrestrictedentryintoforeignexchangedealingAvailabilityofnew,low-costnetworkingtechnologyATMsLow-cost,high-speeddataCommunicationslinks“Smart”plasticcards政府放松管制的行業(yè)

許可證的16個(gè)新的（主要是國(guó)外的）銀行

放松大多數(shù)利率

幾乎不受限制地進(jìn)入外匯交易

獲得新的，低成本的網(wǎng)絡(luò)技術(shù)

自動(dòng)取款機(jī)

低成本，高速數(shù)據(jù)通信鏈路“智能”卡片形成戰(zhàn)略銀行集團(tuán)

“全線/高科技/最大利益均分的”銀行家

“利基”的銀行家現(xiàn)任的銀行卡與高成本的實(shí)體網(wǎng)絡(luò)；參與者能夠更深入使用網(wǎng)絡(luò)Incumbentbanksstuckwithhig19業(yè)績(jī)累計(jì)開(kāi)發(fā)工作業(yè)績(jī)累計(jì)開(kāi)發(fā)工作201、評(píng)價(jià)績(jī)效和前景2.研究戰(zhàn)略價(jià)值特征（what?）價(jià)值傳遞（how?）3.定義及認(rèn)識(shí)技能宏/徽觀技能認(rèn)識(shí)技能水平?jīng)Q定價(jià)值4.重新定義重要工作確認(rèn)新/舊行為5.設(shè)計(jì)技能培訓(xùn)計(jì)劃系統(tǒng)結(jié)構(gòu)員工風(fēng)格共同價(jià)值6.準(zhǔn)備好變化責(zé)任能力各種水平7.由上向下的行動(dòng)計(jì)劃領(lǐng)導(dǎo)力創(chuàng)造能力關(guān)注能力提升學(xué)習(xí)8.由底向上的行動(dòng)計(jì)劃1、評(píng)價(jià)績(jī)效和前景2.研究戰(zhàn)略3.定義及認(rèn)識(shí)技能4.重新定義21環(huán)境壓力產(chǎn)品特征服務(wù)需求應(yīng)用經(jīng)濟(jì)分銷(xiāo)渠道顧客使用環(huán)境壓力產(chǎn)品特征服務(wù)需求應(yīng)用經(jīng)濟(jì)分銷(xiāo)渠道顧客使用22何時(shí)完成如何完成在哪里完成1.同樣要做得更多、更好。2.調(diào)整市場(chǎng)以創(chuàng)造利基。3.創(chuàng)造和追求獨(dú)特的優(yōu)勢(shì)。4.利用全行業(yè)的獨(dú)特優(yōu)勢(shì)。選擇進(jìn)入同樣的項(xiàng)目新項(xiàng)目何時(shí)完成如何完成在哪里完成1.同樣要做得更多、更好。選擇進(jìn)入23制定預(yù)算和計(jì)劃預(yù)測(cè)未來(lái)價(jià)值體系戰(zhàn)略考慮創(chuàng)造未來(lái)戰(zhàn)略管理預(yù)算計(jì)劃根據(jù)計(jì)劃預(yù)測(cè)大致計(jì)劃一階段二階段三階段四階段制定預(yù)算和計(jì)劃預(yù)測(cè)未來(lái)價(jià)值體系戰(zhàn)略考慮創(chuàng)造未來(lái)戰(zhàn)略管理預(yù)算計(jì)24Productivity生產(chǎn)力ContributionTotalsellingcostsSellingmarginContributionSalesSellingrateSale