This document is a collection PowerPoint diagrams and templates used to convey 23 different business strategy and management models, as listed below: 3 C’s ADL Matrix Acquisitions Integration Approaches Blue Ocean Strategy Capability Maturity Model GE-McKinsey Matrix OODA Loop Profit Pools Resource-based View of Firm Scenario Planning Strategy Maps Application Portfolio Optimization Value Stream Mapping Six Thinking Hats 4 P’s Marketing Mix 7 P’s Marketing Mix 6 Change Approaches Cultural Dimensions Theory Six Sigma Quality Management Change Management Iceberg Organizational Learning Performance Prism Crossing the Chasm (Product Lifecycle) Whenever possible, multiple depictions are presented for each management model.

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Strategy & Management Models
Diagrams and Templates of Strategy
and Management Models
This presentation is a collection PowerPoint diagrams and templates used to convey
23 different business strategy and management models.
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3. Contents
 3 C’s  Value Stream Mapping
 ADL Matrix  Six Thinking Hats
 Acquisitions Integration Approaches  4 P’s Marketing Mix
 Blue Ocean Strategy  7 P’s Marketing Mix
 Capability Maturity Model  6 Change Approaches
 GE-McKinsey Matrix  Cultural Dimensions Theory
 OODA Loop  Six Sigma Quality Management
 Profit Pools  Change Management Iceberg
 Resource-based View of Firm  Organizational Learning
 Scenario Planning  Performance Prism
 Strategy Maps  Crossing the Chasm
 Application Portfolio Optimization
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4. Contents
 3 C’s  Value Stream Mapping
 ADL Matrix  Six Thinking Hats
 Acquisitions Integration Approaches  4 P’s Marketing Mix
 Blue Ocean Strategy  7 P’s Marketing Mix
 Capability Maturity Model  6 Change Approaches
 GE-McKinsey Matrix  Cultural Dimensions Theory
 OODA Loop  Six Sigma Quality Management
 Profit Pools  Change Management Iceberg
 Resource-based View of Firm  Organizational Learning
 Scenario Planning  Performance Prism
 Strategy Maps  Crossing the Chasm
 Application Portfolio Optimization
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5. Insert headline
3C’s Strategic Triangle
Customer
Corporation Competitors
Insert bumper – takeaway statement.
Source: 3 C’s Strategic Triangle, Kenichi Ohmae
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6. Insert headline
3C’s Strategic Triangle
• Insert filler text
• Insert filler text
Customer
• Insert filler text • Insert filler text
• Insert filler text • Insert filler text
Corporation Competitors
Insert bumper – takeaway statement.
Source: 3 C’s Strategic Triangle, Kenichi Ohmae
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7. Insert headline
3C’s Sustainability Triangle
Capability
Cultivation Consistency
Insert bumper – takeaway statement.
Source: 3 C’s Sustainability Triangle
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8. Contents
 3 C’s  Value Stream Mapping
 ADL Matrix  Six Thinking Hats
 Acquisitions Integration Approaches  4 P’s Marketing Mix
 Blue Ocean Strategy  7 P’s Marketing Mix
 Capability Maturity Model  6 Change Approaches
 GE-McKinsey Matrix  Cultural Dimensions Theory
 OODA Loop  Six Sigma Quality Management
 Profit Pools  Change Management Iceberg
 Resource-based View of Firm  Organizational Learning
 Scenario Planning  Performance Prism
 Strategy Maps  Crossing the Chasm
 Application Portfolio Optimization
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9. Insert headline
ADL Matrix
INDUSTRY LIFE CYCLE STAGE
EMBRYONIC GROWTH MATURE AGING
 Fight for share  Hold position  Hold position  Hold position
DOMINANT  Hold position  Hold share  Grow with industry
 Attempt to improve  Attempt to improve  Hold position  Hold position or
position position  Grow with industry harvest
STRONG
COMPETITIVE POSITION
 Fight for share  Push for share
 Selective or fight for  Attempt to improve  Custodial or  Harvest or phased
share position maintenance withdrawal
FAVORABLE
 Selective attempt to  Select push for share  Find niche and
improve position attempt to protect it
 Selectively push for  Find niche and  Find niche and hang  Phased withdrawal or
position protect it on, or phased abandon
TENABLE withdrawal
 Up or out  Turnaround or  Turnaround or  Abandon
abandon orphaned withdrawal
WEAK
Source: ADL Matrix, Arthur D. Little
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10. Insert headline
ADL Matrix
INDUSTRY LIFE CYCLE STAGE
EMBRYONIC GROWTH MATURE AGING
DOMINANT
STRONG
COMPETITIVE POSITION
FAVORABLE
TENABLE
WEAK
Source: ADL Matrix, Arthur D. Little
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11. Contents
 3 C’s  Value Stream Mapping
 ADL Matrix  Six Thinking Hats
 Acquisitions Integration Approaches  4 P’s Marketing Mix
 Blue Ocean Strategy  7 P’s Marketing Mix
 Capability Maturity Model  6 Change Approaches
 GE-McKinsey Matrix  Cultural Dimensions Theory
 OODA Loop  Six Sigma Quality Management
 Profit Pools  Change Management Iceberg
 Resource-based View of Firm  Organizational Learning
 Scenario Planning  Performance Prism
 Strategy Maps  Crossing the Chasm
 Application Portfolio Optimization
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12. Insert headline
M&A – Acquisition Integration Approaches Model
PRESERVATION SYMBIOSIS
 Management focus is to keep the  Management must ensure
High source of the acquired benefit in simultaneous boundary
tact, “nurturing” preservation and boundary
permeability, gradual process
NEED FOR
ORGANIZATIONAL
AUTONOMY
HOLDING ABSORPTION
 No intention of integration and  Management needs courage to
value is created only by financial ensure its vision for the
Low transfers, risk-sharing, or general acquisition is carried out
management capability
Low High
NEED FOR STRATEGIC
INTERDEPENDENCE
Source: Haspeslagh, Jemison
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13. Insert headline
M&A – Acquisition Integration Approaches Model
High
PRESERVATION SYMBIOSIS
NEED FOR
ORGANIZATIONAL
AUTONOMY
Acquisition
Target
($XMM)
Low
HOLDING ABSORPTION
Low High
NEED FOR STRATEGIC
INTERDEPENDENCE
Source: Haspeslagh, Jemison
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14. Contents
  Value Stream Mapping
 Six Thinking Hats
 4 P’s Marketing Mix
 ADL Matrix  7 P’s Marketing Mix
 Acquisitions Integration Approaches  6 Change Approaches
 Blue Ocean Strategy  Cultural Dimensions Theory
 Capability Maturity Model  Six Sigma Quality
Management
 GE-McKinsey Matrix
 Change Management Iceberg
 OODA Loop
 Organizational Learning
 Profit Pools
 Performance Prism
 Resource-based View of Firm
 Crossing the Chasm
 Scenario Planning
 Strategy Maps
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15. Insert headline
Blue Ocean Strategy – Value Curve
+
Competition Company
Value
_
Eliminate Reduce Raise Create
Insert bumper – takeaway statement.
Source: Blue Ocean Strategy, Kim and Mauborgne
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16. Insert headline
Blue Ocean Strategy – Value Curve
Eliminate Costs
Reduce
Value
Innovation
Raise
Create Buyer Value
Insert bumper – takeaway statement.
Source: Blue Ocean Strategy, Kim and Mauborgne
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17. Contents
 3 C’s  Value Stream Mapping
 ADL Matrix  Six Thinking Hats
 Acquisitions Integration Approaches  4 P’s Marketing Mix
 Blue Ocean Strategy  7 P’s Marketing Mix
 Capability Maturity Model  6 Change Approaches
 GE-McKinsey Matrix  Cultural Dimensions Theory
 OODA Loop  Six Sigma Quality Management
 Profit Pools  Change Management Iceberg
 Resource-based View of Firm  Organizational Learning
 Scenario Planning  Performance Prism
 Strategy Maps  Crossing the Chasm
 Application Portfolio Optimization
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18. Insert headline
Capability Maturity Model (CMM) Level 5
OPTIMIZING
Level 4
QUANTITATIVELY
MANAGED
Level 3
DEFINED
Level 2
MANAGED
Level 1
INITIAL
time
Insert bumper – takeaway statement.
Source:
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19. Insert headline
Capability Maturity Model (CMM) – BI Maturity
LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5
UNAWARE TACTICAL FOCUSED STRATEGIC PERVASIVE
• Complete lack of • No business • Funding from • Establish a
awareness sponsor, IT business units on a balanced portfolio • Use of BI is
• Spreadsheet and executive in charge project-by-project of standards extended to
information anarchy • Limited users basis • Business objectives suppliers,
• One-off reporting • Data inconsistency • Specific set of users drive BI and customers, and
requests and stove-piped is realizing value performance business partners
systems • Successful focus on management • Analytics are
a specific business strategies inserted into and
need • Deploy an around the
enterprise metrics business process
framework • Information is
• Governance trusted across the
policies are defined company
and enforced
time
Insert bumper – takeaway statement.
Source:
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20. Contents
 3 C’s  Value Stream Mapping
 ADL Matrix  Six Thinking Hats
 Acquisitions Integration Approaches  4 P’s Marketing Mix
 Blue Ocean Strategy  7 P’s Marketing Mix
 Capability Maturity Model  6 Change Approaches
 GE-McKinsey Matrix  Cultural Dimensions Theory
 OODA Loop  Six Sigma Quality Management
 Profit Pools  Change Management Iceberg
 Resource-based View of Firm  Organizational Learning
 Scenario Planning  Performance Prism
 Strategy Maps  Crossing the Chasm
 Application Portfolio Optimization
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21. Insert headline
Portfolio Analysis – Strategic Business Units GE-McKinsey 9-Box Matrix
BUSINESS UNIT STRENGTH
HIGH MEDIUM LOW
HIGH
MARKET ATTRACTIVENESS
MEDIUM
LOW
Source: McKinsey
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22. Insert headline
Portfolio Analysis – Strategic Business Units GE-McKinsey 9-Box Matrix
BUSINESS UNIT STRENGTH
HIGH MEDIUM LOW
Invest for Selective Investment /
HIGH Growth Penetrate
Growth Divestment
MARKET ATTRACTIVENESS
Selective Harvest or Segment and Controlled Exit or
MEDIUM
Investment Selective Investment Disinvestment
Harvest for Cash Rapid Exit
LOW Controlled Harvest
Generation or Attack
Source: McKinsey
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23. Contents
 3 C’s  Value Stream Mapping
 ADL Matrix  Six Thinking Hats
 Acquisitions Integration Approaches  4 P’s Marketing Mix
 Blue Ocean Strategy  7 P’s Marketing Mix
 Capability Maturity Model  6 Change Approaches
 GE-McKinsey Matrix  Cultural Dimensions Theory
 OODA Loop  Six Sigma Quality Management
 Profit Pools  Change Management Iceberg
 Resource-based View of Firm  Organizational Learning
 Scenario Planning  Performance Prism
 Strategy Maps  Crossing the Chasm
 Application Portfolio Optimization
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24. Insert headline
OODA Loop
Observe
Orient
Act
Decide
Source: Boyd
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25. Observe
Insert headline Orient
OODA Loop (Tracker Diagram)
Act
Decide
Stage: OBSERVE
 Filler text
 Item checkbox
 Item checkbox
 Item checkbox
 Item checkbox
Source: Boyd
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26. Insert headline
OODA Loop
Observe
Orient
Act
Decide
Insert bumper – takeaway statement.
Source: Boyd
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27. ORIENT
Insert headline
OODA Loop
Implicit Guidance
Unfolding & Control
DECIDE
Circumstances
Cultural
Outside Traditions
Info
Genetic Analysis
Heritage & Synthesis
Decisions Action
Observations
(Hypothesis) (Test)
Unfolding New Previous
Information Experience
Interaction
with
Environment
Feedback
ACT
Unfolding Interaction with Environment
Insert bumper – takeaway statement.
Source: Boyd
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28. Contents
 3 C’s  Value Stream Mapping
 ADL Matrix  Six Thinking Hats
 Acquisitions Integration Approaches  4 P’s Marketing Mix
 Blue Ocean Strategy  7 P’s Marketing Mix
 Capability Maturity Model  6 Change Approaches
 GE-McKinsey Matrix  Cultural Dimensions Theory
 OODA Loop  Six Sigma Quality Management
 Profit Pools  Change Management Iceberg
 Resource-based View of Firm  Organizational Learning
 Scenario Planning  Performance Prism
 Strategy Maps  Crossing the Chasm
 Application Portfolio Optimization
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29. Insert headline
The Profit Pools Method
1 2 3 4
Determine the size Determine the Reconcile the
Define the pool
of the pool distribution of profits estimate
TASK
• Determine which value chain • Develop a baseline estimate • Develop estimates of the • Compare the outputs of steps
activities influence your ability of the cumulative profits profits generated by each 2 and 3 and reconcile the
to generate profits now and in generated by all profit-pool activity numbers (if needed)
the future activities
OUTPUT
• List of all value-chain activities • Estimate of total pool profits, • Point estimates of profits for • Final estimates of activity and
in your profit pool (in usually expressed as a range each value chain activity total pool profits
sequential order)
Insert bumper – takeaway statement.
Source: Gadiesh, Gilbert
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30. Insert headline
The Profit Pools Method
1 2 3 4
Determine the size Determine the Reconcile the
Define the pool
of the pool distribution of profits estimate
• Filler text • Filler text • Filler text • Filler text
• Filler text • Filler text • Filler text • Filler text
Insert bumper – takeaway statement.
Source: Gadish, Gilbert
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31. Insert headline
The Profit Pools Method
35%
30%
30%
25%
SHARE OF
INDUSTRY 20% 20%
20%
REVENUES
15%
15%
10% 10%
5%
5%
0%
Microprocessors Personal Software Peripherals Services Other
Computers Components
VERTICALS
Insert bumper – takeaway statement.
Source: Gadiesh, Gilbert
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32. Contents
 3 C’s  Value Stream Mapping
 ADL Matrix  Six Thinking Hats
 Acquisitions Integration Approaches  4 P’s Marketing Mix
 Blue Ocean Strategy  7 P’s Marketing Mix
 Capability Maturity Model  6 Change Approaches
 GE-McKinsey Matrix  Cultural Dimensions Theory
 OODA Loop  Six Sigma Quality Management
 Profit Pools  Change Management Iceberg
 Resource-based View of Firm  Organizational Learning
 Scenario Planning  Performance Prism
 Strategy Maps  Crossing the Chasm
 Application Portfolio Optimization
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33. Insert headline
Resource-based View of the Firm
COMPETITIVE ADVANTAGE PHASE SUSTAINABILITY PHASE
Productive use of the
Is sustained over time
firm’s resources that
due to resource…
are: Short term competitive
Leads to Which • Imitability
• Valuable advantage
• Substitutability
• Rare
• Mobility
• Appropriable
time
Insert bumper – takeaway statement.
Source: Barney, Van der Heijden (2005)
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34. Insert headline
Resource-based View vs. Market-based View
Market
MARKET-BASED
VIEW
ANALYSIS
UNIT OF
RESOURCE-BASED DYNAMIC
VIEW CAPABILITIES
Firm
Static Dynamic
TEMPORALITY
Source: Powell, Thomas, & McGee (2004), Van der Heijden (2005)
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35. Contents
 3 C’s  Value Stream Mapping
 ADL Matrix  Six Thinking Hats
 Acquisitions Integration Approaches  4 P’s Marketing Mix
 Blue Ocean Strategy  7 P’s Marketing Mix
 Capability Maturity Model
 6 Change Approaches
 GE-McKinsey Matrix
 Cultural Dimensions Theory
OODA Loop
 Six Sigma Quality Management
 P
 Change Management Iceberg
r
o
 Organizational Learning
f
i
 Performance Prism t
 Crossing the Chasm P
o
o
l
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36. Insert headline
Scenario Planning – Framework
1 2 3 4 5 6 7 8
Identify Rank Generate
Define scope of Determine Outline Checked for Describe
Axes of critical outcome
scenarios outcomes scenarios robustness scenarios
Uncertainties uncertainties combinations
Insert bumper – takeaway statement.
Source:
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37. Insert headline
Scenario Planning – Scenario Map
Axis of Uncertainty 1
(One End)
Scenario A Scenario B
Axis of Axis of
Uncertainty 2 Uncertainty 2
(One End) (Other End)
Scenario C Scenario D
Axis of Uncertainty 1
(Other End)
Source:
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38. Insert headline
Scenario Planning – Scenario Map
Local
STONEHENGE TELEPORT
Incremental Radical
COLISEUM SUNRISE
Global
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39. Insert headline
Scenario Planning – Idea Generation against Scenarios
SCENARIO 1 SCENARIO 2 SCENARIO 3 SCENARIO 4
Stonehenge Teleport Sunrise Coliseum
OUTCOME 1
OUTCOME 2
Company
OUTCOME 3
OUTCOME 4
Review
Insert bumper – takeaway statement.
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40. Insert headline
Scenario Planning – Windtunneling
SCENARIO 1 SCENARIO 2 SCENARIO 3 SCENARIO 4
Stonehenge Teleport Sunrise Coliseum
OPTION 1: Strategy
Applicability of corporate strategy -- ++ + +
Level of change 0 + +++ +
Level of control +++ +++ ++ -
OPTION 2: Culture
Culture differences 0 - -- ---
Level of integration 0 0 + --
OPTION 3: Team
State of team development 0 + ++ --
Level of adjustment 0 - -- +
OPTION 4: Knowledge Sharing
Sharing of tacit knowledge --- ++ +++ +
Sharing of explicit knowledge + ++ - 0
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41. Contents
 3 C’s  Value Stream Mapping
 ADL Matrix  Six Thinking Hats
 Acquisitions Integration Approaches  4 P’s Marketing Mix
 Blue Ocean Strategy  7 P’s Marketing Mix
 Capability Maturity Model  6 Change Approaches
 GE-McKinsey Matrix  Cultural Dimensions Theory
 OODA Loop  Six Sigma Quality Management
 Profit Pools  Change Management Iceberg
 Resource-based View of Firm  Organizational Learning
 Scenario Planning  Performance Prism
 Strategy Maps  Crossing the Chasm
 Application Portfolio Optimization
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42. Insert headline
Strategy Maps
Long-term
Shareholder Value
FINANCIAL Improve Cost Increase Asset Expand Revenue Enhance
PERSPECTIVE Structure Utilization Opportunities Customer Value
CUSTOMER VALUE PROPOSITION
CUSTOMER
PERSPECTIVE
Price Quality Availability Selection Functionality Service Partnership Brand
INTERNAL Operations Customer Regulatory
Innovation
PERSPECTIVE Management Management and Social
Processes
Processes Processes Processes
Human Capital
LEARNING
AND GROWTH Information Capital
PERSPECTIVE
Organization Capital
Culture Leadership Alignment Teamwork
Source: Kaplan, Norton
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43. Insert headline
Strategy Maps (Alternate Diagram)
PRODUCTIVITY STRATEGY GROWTH STRATEGY
Long-term
Shareholder Value
FINANCIAL
PERSPECTIVE
Improve Cost Increase Asset Expand Revenue Enhance
Structure Utilization Opportunities Customer Value
CUSTOMER
PERSPECTIVE Price Quality Availability Selection Functionality Service Partnership Brand
Operations Customer Regulatory
INTERNAL Innovation
Management Management and Social
PERSPECTIVE Processes
Processes Processes Processes
Human Capital
LEARNING Information Capital
AND GROWTH
PERSPECTIVE
Organization Capital
Culture Leadership Alignment Teamwork
Source: Kaplan, Norton
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44. Contents
 3 C’s  Value Stream Mapping
 ADL Matrix  Six Thinking Hats
 Acquisitions Integration Approaches  4 P’s Marketing Mix
 Blue Ocean Strategy  7 P’s Marketing Mix
 Capability Maturity Model  6 Change Approaches
 GE-McKinsey Matrix  Cultural Dimensions Theory
 OODA Loop  Six Sigma Quality Management
 Profit Pools  Change Management Iceberg
 Resource-based View of Firm  Organizational Learning
 Scenario Planning  Performance Prism
 Strategy Maps  Crossing the Chasm
 Application Portfolio Optimization
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45. Insert headline
Application Portfolio Management
10.0 TECHNICAL RE-ENGINEERING HEALTHY
FUNCTIONAL
5.0
QUALITY
0.0 REPLACEMENT FUNCTIONAL ENHANCEMENT
0.0 5.0 10.0
TECHNICAL QUALITY
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46. Insert headline
Application Portfolio Management
PORTFOLIO EVOLUTION
Implement
Roadmap and
Realize Value
PHASE I PHASE II PHASE III
Develop Future
Understand and Develop
State Vision
Analyze Business Case
and Structure
Current State and Roadmap
Recommendations PORTFOLIO MANAGEMENT
Implement
Governance and
Portfolio
Management
Source: Accenture
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47. Insert headline
Application Portfolio Management
INVENTORY
Automated
Role-based
Demographics
ACTION ASSESSMENT
Action Plan Business Value
Application Rationalization Technical Value
Ongoing TCO Cost of Operation
Source: PlanView
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48. Contents
 3 C’s  Value Stream Mapping
 ADL Matrix  Six Thinking Hats
 Acquisitions Integration Approaches  4 P’s Marketing Mix
 Blue Ocean Strategy  7 P’s Marketing Mix
 Capability Maturity Model  6 Change Approaches
 GE-McKinsey Matrix  Cultural Dimensions Theory
 OODA Loop  Six Sigma Quality Management
 Profit Pools  Change Management Iceberg
 Resource-based View of Firm  Organizational Learning
 Scenario Planning  Performance Prism
 Strategy Maps  Crossing the Chasm
 Application Portfolio Optimization
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49. Insert headline
Value Stream Mapping Method – Basic Icons Set
Process Step
 Number of resources
Process Step Process Process
Step Step
Source: Ohno, Shingo
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50. Contents
 3 C’s

 ADL Matrix
 Acquisitions Integration Approaches
 Blue Ocean Strategy
 Capability Maturity Model
 GE-McKinsey Matrix
 OODA Loop
 Profit Pools
 Resource-based View of Firm
 Scenario Planning
 Strategy Maps
 Application Portfolio Optimization  Six Thinking Hats
 4 P’s Marketing Mix
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51. Insert headline
Six Thinking Hats
White Hat Thinking Black Hat Thinking
 Text  Text
 Text  Text
Red Hat Thinking Green Hat Thinking
 Text  Text
 Text  Text
Yellow Hat Thinking Blue Hat Thinking
 Text  Text
 Text  Text
Source: De Bono
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52. Insert headline
Six Thinking Hats
Source: De Bono
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53. Contents
 3 C’s  Value Stream Mapping
 ADL Matrix  Six Thinking Hats
 Acquisitions Integration Approaches  4 P’s Marketing Mix
 Blue Ocean Strategy  7 P’s Marketing Mix
 Capability Maturity Model  6 Change Approaches
 GE-McKinsey Matrix  Cultural Dimensions Theory
 OODA Loop  Six Sigma Quality Management
 Profit Pools  Change Management Iceberg
 Resource-based View of Firm  Organizational Learning
 Scenario Planning  Performance Prism
 Strategy Maps  Crossing the Chasm
 Application Portfolio Optimization
PPT Lab (www.PPTLab.com) – Crowdsourced Business Presentation Design Service 53

54. Insert headline
4 P’s Marketing Mix
Product Placement
Pricing Promotion
Insert bumper – takeaway statement.
Source: Booms, Bitner
PPT Lab (www.PPTLab.com) – Crowdsourced Business Presentation Design Service 54

55. Insert headline
4 P’s Marketing Mix
DETAILS
• Text
Product • Text
• Text
• Text
Placement • Text
• Text
• Text
Pricing • Text
• Text
• Text
Promotion • Text
• Text
Source: Booms, Bitner
PPT Lab (www.PPTLab.com) – Crowdsourced Business Presentation Design Service 55

56. Contents
 3 C’s  Value Stream Mapping
 ADL Matrix  Six Thinking Hats
 Acquisitions Integration Approaches  4 P’s Marketing Mix
 Blue Ocean Strategy  7 P’s Marketing Mix
 Capability Maturity Model  6 Change Approaches
 GE-McKinsey Matrix  Cultural Dimensions Theory
 OODA Loop  Six Sigma Quality Management
 Profit Pools  Change Management Iceberg
 Resource-based View of Firm  Organizational Learning
 Scenario Planning  Performance Prism
 Strategy Maps  Crossing the Chasm
 Application Portfolio Optimization
PPT Lab (www.PPTLab.com) – Crowdsourced Business Presentation Design Service 56

57. Insert headline
7 P’s Marketing Mix
Product Placement
Physical
Pricing
Evidence
Process Promotion
People
Insert bumper – takeaway statement.
Source: Booms, Bitner
PPT Lab (www.PPTLab.com) – Crowdsourced Business Presentation Design Service 57

58. Contents
 3 C’s  Value Stream Mapping
 ADL Matrix  Six Thinking Hats
 Acquisitions Integration Approaches  4 P’s Marketing Mix
 Blue Ocean Strategy  7 P’s Marketing Mix
 Capability Maturity Model  6 Change Approaches
 GE-McKinsey Matrix  Cultural Dimensions Theory
 OODA Loop  Six Sigma Quality Management
 Profit Pools  Change Management Iceberg
 Resource-based View of Firm  Organizational Learning
 Scenario Planning  Performance Prism
 Strategy Maps  Crossing the Chasm
 Application Portfolio Optimization
PPT Lab (www.PPTLab.com) – Crowdsourced Business Presentation Design Service 58

59. Insert headline
Six Change Approaches
Education and Communication Negotiation and Agreement
RESISTANCE
Participation and Involvement Text
TO CHANGE Manipulation and Co-option
Facilitation and Support Explicit and Implicit Coercion
Source: Kotter, Schlesinger
PPT Lab (www.PPTLab.com) – Crowdsourced Business Presentation Design Service 59

60. Insert headline
Six Change Approaches
EDUCATION AND PARTICIPATION
COMMUNICATION AND INVOLVEMENT
NEGOTIATION
AND
AGREEMENT
FACILITATION
EXPLICIT AND AND MANIPULATION AND
IMPLICIT COERCION SUPPORT CO-OPTION
Insert bumper – takeaway statement.
Source: Kotter, Schlesinger
PPT Lab (www.PPTLab.com) – Crowdsourced Business Presentation Design Service 60

61. Contents
 3 C’s  Value Stream Mapping
 ADL Matrix  Six Thinking Hats
 Acquisitions Integration Approaches  4 P’s Marketing Mix
 Blue Ocean Strategy  7 P’s Marketing Mix
 Capability Maturity Model  6 Change Approaches
 GE-McKinsey Matrix  Cultural Dimensions Theory
 OODA Loop  Six Sigma Quality Management
 Profit Pools  Change Management Iceberg
 Resource-based View of Firm  Organizational Learning
 Scenario Planning  Performance Prism
 Strategy Maps  Crossing the Chasm
 Application Portfolio Optimization
PPT Lab (www.PPTLab.com) – Crowdsourced Business Presentation Design Service 61

62. Insert headline
Cultural Dimensions Theory
Power
Distance
Long-term Uncertainty
Orientation Avoidance
CULTURAL
DIFFERENCES
Masculinity/ Individualism
Feminity and Collectivism
Insert bumper – takeaway statement.
Source: Hofstede
PPT Lab (www.PPTLab.com) – Crowdsourced Business Presentation Design Service 62

63. Contents
 3 C’s  Value Stream Mapping
 ADL Matrix  Six Thinking Hats
 Acquisitions Integration Approaches  4 P’s Marketing Mix
 Blue Ocean Strategy  7 P’s Marketing Mix
 Capability Maturity Model  6 Change Approaches
 GE-McKinsey Matrix  Cultural Dimensions Theory
 OODA Loop  Six Sigma Quality Management
 Profit Pools  Change Management Iceberg
 Resource-based View of Firm  Organizational Learning
 Scenario Planning  Performance Prism
 Strategy Maps  Crossing the Chasm
 Application Portfolio Optimization
PPT Lab (www.PPTLab.com) – Crowdsourced Business Presentation Design Service 63

64. Insert headline
Quality Management: Six Sigma (DMAIC)
1 Define
2
Measure
DMAIC
Control
3
Analyze
5
Improve
4
Insert bumper – takeaway statement.
Source:
PPT Lab (www.PPTLab.com) – Crowdsourced Business Presentation Design Service 64

65. Insert headline
Quality Management: Six Sigma (DMAIC)
1 • Filler text
• Filler text
DEFINE
2 • Filler text
• Filler text
MEASURE
3 • Filler text
ANALYZE • Filler text
4 • Filler text
IMPROVE • Filler text
5 • Filler text
• Filler text
CONTROL
Insert bumper – takeaway statement.
Source:
PPT Lab (www.PPTLab.com) – Crowdsourced Business Presentation Design Service 65

66. Insert headline
Quality Management: Six Sigma (SIPOC)
Suppliers Inputs Process Outputs Customers
S I P O C
Who supplies
On a high-level, What are the Which customers
what’s needed What are the
what does the expected outputs need the output
to execute required inputs?
process do? of the process? of this process?
the process?
• Filler text • Filler text • Filler text • Filler text • Filler text
• Filler text • Filler text • Filler text • Filler text • Filler text
• Filler text • Filler text • Filler text • Filler text • Filler text
Insert bumper – takeaway statement.
Source:
PPT Lab (www.PPTLab.com) – Crowdsourced Business Presentation Design Service 66

67. Contents
 3 C’s  Value Stream Mapping
 ADL Matrix  Six Thinking Hats
 Acquisitions Integration Approaches  4 P’s Marketing Mix
 Blue Ocean Strategy  7 P’s Marketing Mix
 Capability Maturity Model  6 Change Approaches
 GE-McKinsey Matrix  Cultural Dimensions Theory
 OODA Loop  Six Sigma Quality Management
 Profit Pools  Change Management Iceberg
 Resource-based View of Firm  Organizational Learning
 Scenario Planning  Performance Prism
 Strategy Maps  Crossing the Chasm
 Application Portfolio Optimization
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68. Insert headline
Change Management Iceberg
QUALITY
COST TIME
Issue
Management
ACCEPTANCE
Promoters
Potential Hidden
ATTITUDE Promoters Opponents BEHAVIOR
Opponents
Management of Power and Politics
Perceptions and Beliefs Management
Source: Kruger
PPT Lab (www.PPTLab.com) – Crowdsourced Business Presentation Design Service 68

69. Contents
 3 C’s  Value Stream Mapping
 ADL Matrix  Six Thinking Hats
 Acquisitions Integration Approaches  4 P’s Marketing Mix
 Blue Ocean Strategy  7 P’s Marketing Mix
 Capability Maturity Model  6 Change Approaches
 GE-McKinsey Matrix  Cultural Dimensions Theory
 OODA Loop  Six Sigma Quality Management
 Profit Pools  Change Management Iceberg
 Resource-based View of Firm  Organizational Learning
 Scenario Planning  Performance Prism
 Strategy Maps  Crossing the Chasm
 Application Portfolio Optimization
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70. Insert headline
Organizational Learning (OAR Model)
BODY
LANGUAGE
OBSERVER
+ ACTION
= RESULTS
EMOTION
Source: Argyris, Schon, Senge
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71. Insert headline
Organizational Learning
1 • This includes the factors and relationships that define the problem, and the
Mapping the Problem relationship with the living systems of the organization
2 • Through inquiry and confrontation, the interventionists work with clients to
Internalization of the Map develop a map for which clients can accept responsibility
• This needs to be a comprehensive map
3 • This involves looking at what “testable predictions” can be derived from the
Model Testing map—and looking to practice and history to see if predictions stand up
• If they do not, the has to be modified
4 • Invent solutions to the problem and simulate them to explore their possible
Solution development organizational impact
5 • Product the intervention
Intervention
6 • This allows for correction of errors as well as generating knowledge for
Studying of the Impact future designs
• If things work well under the conditions specified by the model , then the
map is not disconfirmed
Source: Argyris
PPT Lab (www.PPTLab.com) – Crowdsourced Business Presentation Design Service 71

72. Contents
 3 C’s  Value Stream Mapping
 ADL Matrix  Six Thinking Hats
 Acquisitions Integration Approaches  4 P’s Marketing Mix
 Blue Ocean Strategy  7 P’s Marketing Mix
 Capability Maturity Model  6 Change Approaches
 GE-McKinsey Matrix  Cultural Dimensions Theory
 OODA Loop  Six Sigma Quality Management
 Profit Pools  Change Management Iceberg
 Resource-based View of Firm  Organizational Learning
 Scenario Planning  Performance Prism
 Strategy Maps  Crossing the Chasm
 Application Portfolio Optimization
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73. Insert headline
Performance Prism
Stakeholder Satisfaction
Demand Delivery
STAKEHOLDER
SATISFACTION
CAPABILITIES
STRATEGIES
STAKEHOLDER
CONTRIBUTION
Strategic Solutions
Direction Development
PROCESSES
Source: Cranfield University
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74. Insert headline
Performance Prism
STAKEHOLDER
SATISFACTION
PROCESSES
STRATEGIES
CAPABILITIES
STAKEHOLDER
CONTRIBUTION
Source: Cranfield University
PPT Lab (www.PPTLab.com) – Crowdsourced Business Presentation Design Service 74

75. Contents
 3 C’s  Value Stream Mapping
 ADL Matrix  Six Thinking Hats
 Acquisitions Integration Approaches  4 P’s Marketing Mix
 Blue Ocean Strategy  7 P’s Marketing Mix
 Capability Maturity Model  6 Change Approaches
 GE-McKinsey Matrix  Cultural Dimensions Theory
 OODA Loop  Six Sigma Quality Management
 Profit Pools  Change Management Iceberg
 Resource-based View of Firm  Organizational Learning
 Scenario Planning  Performance Prism
 Strategy Maps  Crossing the Chasm
 Application Portfolio Optimization
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76. Insert headline
Product Lifecycle – Crossing the Chasm
Sales
Chasm:
Revenue
Jump from 20% of
the market to 80%
of buyers
Early Adopters Chasm Early Majority Late Majority Laggards
Time
Insert bumper – takeaway statement.
Source: Cranfield University
PPT Lab (www.PPTLab.com) – Crowdsourced Business Presentation Design Service 76

77. PPT Lab (www.pptlab.com) is the only crowdsourced
presentation design service. Get consulting-quality
presentations at a fraction of the cost!
www.PPTLab.com
support@pptlab.com Each month, we will create well over 50 slides of for our members.
As a member, you will drive what business slides we create by
submitting your own presentation projects to our team. All
presentations will be created by a team of management
consultants and follow the Consulting Presentation Framework.
PPT Lab (www.PPTLab.com) – Crowdsourced Business Presentation Design Service 77