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nullFrequently Used Template Frequently Used Template Conceptual CONFIDENTIALTemplate June 2002 This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey & Company. This material was used by McKinsey & Company during an oral presentation; it is not a complete record of the discussion.2X2 CUBED2X2 CUBEDTextTextTextTextTextTextTextTextTextTextUnit of measure * Footnote Source: Source2X2 TOWER2X2 TOWERUnit of measure * Footnote Source: Source5PS MARKETING5PS MARKETINGPlacePriceProductPackagePositioning promotionProduct offeringUnit of measure * Footnote Source: Source7S7SStrategySkillsSystemsStaffShared valuesStructureStyleUnit of measure * Footnote Source: SourceARROW 3DARROW 3DUnit of measure * Footnote Source: SourceCUBES1 3DCUBES1 3DUnit of measure * Footnote Source: SourceCUBES2 3DCUBES2 3DUnit of measure * Footnote Source: SourceCUBES3 3DCUBES3 3DUnit of measure * Footnote Source: SourceCUTOUT 3DCUTOUT 3DTextTextTextTextUnit of measure * Footnote Source: SourceFORCES AT WORKFORCES AT WORKNew entrantSuppliersIndustry competitorsBuyersSubstitutesUnit of measure * Footnote Source: SourceJOINTJOINTTextTextTextTextTextTextTextTextTextTextUnit of measure * Footnote Source: SourceLEVEL SEPARATE 4LEVEL SEPARATE 4TextTextTextTextUnit of measure * Footnote Source: SourceLINEAR A 3DLINEAR A 3DTextTextTextUnit of measure * Footnote Source: SourceLINEAR B 3DLINEAR B 3DTextTextTextTextUnit of measure * Footnote Source: SourceLINEAR C 3DLINEAR C 3DTextTextTextUnit of measure * Footnote Source: SourceLINEAR D 3DLINEAR D 3DTextTextTextUnit of measure * Footnote Source: SourceLINEAR E 3DLINEAR E 3DTextTextTextTextUnit of measure * Footnote Source: SourceLINEAR G 3DLINEAR G 3DTextTextTextUnit of measure * Footnote Source: SourceLINEAR I 3DLINEAR I 3DTextTextUnit of measure * Footnote Source: SourceLINEAR J 3DLINEAR J 3DTextTextTextTextUnit of measure * Footnote Source: SourceLINEAR N 3DLINEAR N 3DTextTextTextTextUnit of measure * Footnote Source: SourceLINEAR P 3DLINEAR P 3DTextTextTextUnit of measure * Footnote Source: SourceLINEAR Q 3DLINEAR Q 3DTextTextUnit of measure * Footnote Source: SourceLINEAR Q 3DLINEAR Q 3DTextTextUnit of measure 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Source: SourceLEVEL 1LEVEL 1TextUnit of measure * Footnote Source: SourceLEVEL 2LEVEL 2TextTextUnit of measure * Footnote Source: SourceLEVEL 3LEVEL 3TextTextTextUnit of measure * Footnote Source: SourceLEVEL 4LEVEL 4TextTextTextTextUnit of measure * Footnote Source: SourceLEVEL 5LEVEL 5TextTextTextTextTextUnit of measure * Footnote Source: SourceLEVEL 6LEVEL 6TextTextTextTextTextTextUnit of measure * Footnote Source: SourceFLOW 2FLOW 2TextTextUnit of measure * Footnote Source: SourceFLOW 2 TITLEFLOW 2 TITLETextTextTextUnit of measure * Footnote Source: SourceFLOW 3FLOW 3TextTextTextUnit of measure * Footnote Source: SourceFLOW 3 TITLEFLOW 3 TITLETextTextTextTextUnit of measure * Footnote Source: SourceFLOW 4FLOW 4TextTextTextTextUnit of measure * Footnote Source: SourceFLOW 4 TITLEFLOW 4 TITLETextTextTextTextTextUnit of measure * Footnote Source: SourceFLOW 5FLOW 5TextTextTextTextTextUnit of measure * Footnote Source: SourceFLOW 5 TITLEFLOW 5 TITLETextTextTextTextTextTextUnit of measure * Footnote Source: SourceFLOW 6FLOW 6TextTextTextTextTextTextUnit of measure * Footnote Source: SourceFLOW 6 TITLEFLOW 6 TITLETextTextTextTextTextTextTextUnit of measure * Footnote Source: SourceBLADESBLADESTextTextTextTextUnit of measure * Footnote Source: SourceBOXBOXTextTextTextTextUnit of measure * Footnote Source: SourceBOXBOXTextTextTextTextUnit of measure * Footnote Source: SourceCYCLE 1CYCLE 1TextTextTextUnit of measure * Footnote Source: SourceCYCLE 2CYCLE 2TextTextUnit of measure * Footnote Source: SourceCYCLE 3CYCLE 3TextTextTextUnit of measure * Footnote Source: SourceCYCLE 4CYCLE 4TextTextTextTextUnit of measure * Footnote Source: SourceCYCLE 5CYCLE 5TextTextTextTextTextUnit of measure * Footnote Source: SourceCYCLE 6CYCLE 6TextTextTextTextTextTextUnit of measure * Footnote Source: SourceCYCLE 7CYCLE 7TextTextTextTextTextTextTextUnit of measure * Footnote Source: SourceCYCLE 8CYCLE 8TextTextTextTextTextTextTextTextUnit of measure * Footnote Source: SourceINCOMINGINCOMINGTextTextTextTextTextTextUnit of measure * Footnote Source: SourceRIBBONRIBBONTextTextTextTextTextUnit of measure * Footnote Source: SourceRINGRINGTextTextTextTextTextUnit of measure * Footnote Source: SourceUPON 2UPON 2TextTextUnit of measure * Footnote Source: SourceCONTINUOUSCONTINUOUSTextTextTextTextTextTextTextTextUnit of measure * Footnote Source: SourceCUTOUTCUTOUTTextTextTextTextUnit of measure * Footnote Source: SourceLINEAR ALINEAR ATextTextTextUnit of measure * Footnote Source: SourceLINEAR BLINEAR BTextTextTextTextUnit of measure * Footnote Source: SourceLINEAR CLINEAR CTextTextTextUnit of measure * Footnote Source: SourceLINEAR DLINEAR DTextTextTextUnit of measure * Footnote Source: SourceLINEAR ELINEAR ETextTextTextTextUnit of measure * Footnote Source: SourceLINEAR FLINEAR FTextTextTextUnit of measure * Footnote Source: SourceLINEAR GLINEAR GTextTextTextUnit of measure * Footnote Source: SourceLINEAR HLINEAR HTextTextTextTextUnit of measure * 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of measure * Footnote Source: SourceFORCES AT WORKFORCES AT WORKNew entrantSuppliersIndustry competitorsBuyersSubstitutesUnit of measure * Footnote Source: SourcePARALLELPARALLELTextTextTextUnit of measure * Footnote Source: SourceSPLITSPLITTextTextTextTextUnit of measure * Footnote Source: SourceSURROUNDSURROUNDTextUnit of measure * Footnote Source: SourceTWISTEDTWISTEDTextTextUnit of measure * Footnote Source: SourceUP & AWAYUP & AWAYTextTextUnit of measure * Footnote Source: SourceUP & DOWNUP & DOWNTextTextUnit of measure * Footnote Source: Source2S-5S2S-5SThe way managers collectively behave with respect to use of time, attention, and symbolic actions The people in the organization, considered in terms of corporate demographics, not individual personalitiesThe organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated Those ideas of what is right and desirable (in corporate and/or individual behavior) which are typical of the organization and common to most of its members The processes and procedures through which things get done from day to day A coherent set of actions aimed at gaining a sustainable advantage over competition Capabilities possessed by the organization as a whole as distinct from the individuals. Some companies perform extraordinary feats with ordinary peopleStaffSystemsStyleShared ValuesStructureSkillsStrategyUnit of measure * Footnote Source: Source3CS TRIANGLE3CS TRIANGLECustomerClientsDistributorsCompetitorsSuppliersUnit of measure * Footnote Source: Source3S-4S3S-4SSkillsShared valuesStrategyStaffStructureSystemsStyleA coherent set of actions aimed at gaining a sustainable advantage over competition The organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated The people in the organization, considered in terms of corporate demographics, not individual personalities The way managers collectively behave with respect to use of time, attention and symbolic actions The processes and procedures through which things get done from day-to-dayThose ideas of what is right and desirable (in corporate and/or individual behavior) which are typical of the organization and common to most of its members Capabilities possessed by the organization as a whole as distinct from the individuals. Some companies perform extraordinary feats with ordinary peopleUnit of measure * Footnote Source: Source7S7SStyleStructureStaffStrategySystemsSkillsShared valuesThe way managers collectively behave with respect to use of time, attention and symbolic actionsCapabilities possessed by the organization as a whole as distinct from the individuals. Some companies perform extraordinary feats with ordinary peopleThose ideas of what is right and desirable (in corporate and/or individual behavior) which are typical of the organization and common to most of its membersThe processes and and procedures through which things get done from day-to-dayThe organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integratedThe people in the organization, considered in terms of corporate demographics, not individual personalitiesA coherent set of actions aimed at gaining a sustainable advantage over competitionUnit of measure * Footnote Source: SourceBUSS PORTFOLIOBUSS PORTFOLIOCompetitive positionLowMediumHighProduct/market attractivenessLowMediumHighUnit of measure * Footnote Source: SourceCHANGE BOARDCHANGE BOARDChange visionChief ExecutiveLeadership groupsDown the lineExternal constitutionUnit of measure * Footnote Source: SourceDELTA PDELTA P Delta P Vision and LeadershipOrganizational InfrastructurePerformance MeasurementPeople DevelopmentCommunicationsProblem Solving ProcessClient managers (particularly middle management) have skill to lead program implementation Change in actual behaviorAction plans sufficient to achieve goals Agreement on objectives by line management Management of high- involvement processImplementation or near implementation of required structure and systemsFlow of 2-way communications People’s understanding, belief and contribution to act on vision and action plansAccurate measurement of action and results Clear accountabilities Early winsVisible demonstration of new vision and values by client leadershipUnit of measure * Footnote Source: SourceMACSMACSNatural owner Relative ability to extract value Low Medium Value-creation potential in business unit High Corporate center skills Business unit linkages Taxation/ valuation differences Industry attractiveness Competitive position Restructuring/rationalization opportunities“One of the pack” Retain and give top priorityRetain and give priorityRetain and manage for code or liquidate Probably divest DivestDivest or liquidate Unit of measure * Footnote Source: SourceMANUFACTURING STRATEGYMANUFACTURING STRATEGYBusiness StrategyManufacturing StrategyConfigurationSystemsResearch FocusLabor PolicyProduct DesignMake vs. BuyOrganizationProcess DesignUnit of measure * Footnote Source: SourcePENTAGONPENTAGONRestructuring framework 1 5 4 3 2 Unit of measure * Footnote Source: SourcePRICE BENEFITPRICE BENEFITBenefit Price Competitive disadvantage Competitive advantage Unit of measure * Footnote Source: SourceSMILE CHARTSMILE CHARTAppraise performance and prospects Develop strategy Redesign pivotal jobs Design the skill building process Assess change readiness Top down action programs Bottom up action programs 1 2 4 5 6 7 8 3 Unit of measure * Footnote Source: SourceSTRAT GAMEBOARDSTRAT GAMEBOARD3.Create and pursue a unique advantage 2.Resegment the market to create a niche4.Exploit unique advantage industrywide 1.Do more and better of the sameWhen to compete Unit of measure * Footnote Source: SourceSTRAT MANAGESTRAT MANAGEStage 1 Stage 2 Stage 3 Stage 4 Value system Strategic manage- mentExternally orientated planningForecast based planningBudget planningMeet budget and schedulePredict the futureThink strategicallyCreate the futureUnit of measure * Footnote Source: SourceTREE PRODUCTIVITYTREE PRODUCTIVITYSelling margin Contribution SalesSelling rate Sales Available selling time Effectiveness Contribution Available selling time Productivity Contribution Total selling costsEfficiency Available selling time Total selling costsUtilization Available selling time Total sales time Support intensity Support costs Total selling costsSupport leverage Total sales time Support costsUnit of measure * Footnote Source: SourceVALUE CREATIONVALUE CREATIONMaximize shareholder valueGrow through cultural initiativeRedeploy assetsImprove core business performanceGrow through acquisition and/or mergerAdopt sound financing approachUnit of measure * Footnote Source: SourceVALUE SOURCESVALUE SOURCESReal Perceived Client’s relative ability to extract valueCorporate center skillsLinkages between business unitsFinancial ownership fitIndustry restructureInternal controllerShared resourcesTransfer of capabilityVertical integrationDifferences in tax positionExistence of non-cases objectivesInefficiencies in financial marketsDifference in valuation techniqueUnit of measure * Footnote Source: SourceGANTT10GANTT10<##><##><##><##><##><##><##><##><##><##><##>HeaderTextUnit of measure * Footnote Source: SourceGANTT15GANTT15HeaderText################################Unit of measure * Footnote Source: SourceVENN 2VENN 2TextTextUnit of measure * Footnote Source: SourceVENN 3VENN 3TextTextTextUnit of measure * Footnote Source: SourceFrequently Used Template Frequently Used Template Data DrivenCONFIDENTIALTemplate June 2002 This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey & Company. 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No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey & Company. This material was used by McKinsey & Company during an oral presentation; it is not a complete record of the discussion.ARROWSARROWSUnit of measure * Footnote Source: SourceDISCLAIMERS CLIENTDISCLAIMERS CLIENTThis report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey & Company.Unit of measure * Footnote Source: SourceDISCLAIMERS INTERNALDISCLAIMERS INTERNALThis report contains information that is confidential and proprietary to McKinsey & Company and is solely for the use of McKinsey & Company personnel. No part of it may be used, circulated, quoted, or reproduced for distribution outside McKinsey & Company. 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