Common Strategy and Management
Consulting Frameworks
3
Legend
Five Phases of Growth
1 2 3 4 5
SizeofOrganization
Small
Large
Young Mature
Stages of Growth
Creativity
Direction...
6
Key Points
Unexpected
Results
• To go from good to great requires a deep understanding of three intersecting circles
tra...
9
Operational
Excellence
Strategy
Framework: Customer Intimacy and Other Value Disciplines continued
Customer
Intimacy
Pro...
12
Both support and resistance can come from the same area - it is important
to recognize which
“..the benefits are enormo...
15
Hopeful
Realism
(Hope)
Informed
Pessimism
(Doubt)
Informed
Optimism
(Confidence)
Rewarding
Completion
(Satisfaction)
Un...
18
The trust formula:
• What’s at stake for the
client
• Centered/even-keeled
• Perceived experience
• Repeated successes
...
1
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Common Strategy Consulting Frameworks

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This is a collection of common Strategy and Management Consulting Frameworks. It contains 2 sections.

Strategy Frameworks -- includes SWOT, Stages of Growth, Hedgehog Concept, BCG Matrix, Customer Intimacy - Cost Leadership - Product Innovation, 7-S Concept

Change / People Frameworks -- includes Emotional-Political-Rational, Team Building, Ingredients of Change, Emotional Cycle of Change, Level of Commitment, Trust Formula.

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Common Strategy Consulting Frameworks

  1. 1. Common Strategy and Management Consulting Frameworks
  2. 2. 3 Legend Five Phases of Growth 1 2 3 4 5 SizeofOrganization Small Large Young Mature Stages of Growth Creativity Direction Delegation Coordination Collaboration Autonomy Leadership Control Red Tape Stage Growth Crisis Framework: Stages of Growth This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/common-strategy-consulting-frameworks-84
  3. 3. 6 Key Points Unexpected Results • To go from good to great requires a deep understanding of three intersecting circles translated into a simple, crystalline concept (the Hedgehog concept) - WHAT ARE YOU DEEPLY PASSIONATE ABOUT? - WHAT DRIVES YOUR ECONOMIC ENGINE? - WHAT CAN YOU BE THE BEST IN THE WORLD AT? • The key is to understand what your organization can be the best in the world at, and equally important what it cannot be the best at – not what it “wants” to be the best at • The Hedgehog Concept is not a goal, strategy, or intention; it is an understanding • If you cannot be the best in the world at your core business, then your core business cannot form the basis of your Hedgehog Concept • The “best in the world” understanding is a much more severe standard than a core competence • You might have a competence but not necessarily have the capacity to be truly the best in the world at that competence • Conversely, there may be activities at which you could become the best in the world, but at which you have no current competence • To get insight into the drivers of your economic engine, search for the one denominator that has the single greatest impact • Good-to-great companies set their goals and strategies based on understanding; comparison companies set their goals and strategies based on bravado • Getting the Hedgehog Concept is an iterative process • The good-to-great companies are more like hedgehogs – simple, dowdy creatures that know “one big thing” and stick to it • The comparison companies are more like foxes – crafty, cunning creatures that know many things yet lack consistency • It took 4 years on average for the good-to-great companies to get a Hedgehog Concept • You absolutely do not need to be in a great industry to produce sustained great results: no matter how bad the industry, every good-to-great company figured out how to produce truly superior economic returns What can you be the best in the world at… What drives your economic engine… What are you deeply passionate about… Framework: The Hedgehog Concept continued This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/common-strategy-consulting-frameworks-84
  4. 4. 9 Operational Excellence Strategy Framework: Customer Intimacy and Other Value Disciplines continued Customer Intimacy Product Innovation • Provide customers with reliable products or services at competitive prices and deliver with minimal difficulty or inconvenience Description • Segment and target markets precisely and tailor products and services to address the specific demands of each target segment • Offer customers innovative products and services that consistently enhance their use or application of the product • Optimize business processes across functional and organizational boundaries and leverage enabling technologies Requirement • Combine detailed customer knowledge with operational flexibility to respond to customer needs • Pursue new solutions to problems, and engineer businesses and processes to commercialize ideas quickly • Dell • Federal Express Example • Home Depot • Nordstrom • Apple • Nike Source: Treacy, M. and Wiersema, F., Customer Intimacy and Other Value Disciplines, Harvard Business Review Each disciplines requires its own unique business model. This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/common-strategy-consulting-frameworks-84
  5. 5. 12 Both support and resistance can come from the same area - it is important to recognize which “..the benefits are enormous” “..how will this affect our relationships with clients?” “..I’ve been waiting for this moment for years” “..but that will affect my pay!” “..the benefits will be enormous” “..de-layering of the organization makes such good sense ” “..we don’t have the resource to do this” “..quality will suffer” “..this could risk delivery” “..the increases agility will really thrill customers” “..satisfaction indices will soar” Some above the surface ...and some below PoliticalEmotional Rational This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/common-strategy-consulting-frameworks-84
  6. 6. 15 Hopeful Realism (Hope) Informed Pessimism (Doubt) Informed Optimism (Confidence) Rewarding Completion (Satisfaction) Uninformed Optimism (Honeymoon) Time Source: Daryl Conner Optimism/Enthusiasm Positive Energy Determination and Commitment or Giving Up Optimism Pessimism As organizations and people go through change, they follow a consistent emotional cycle… This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/common-strategy-consulting-frameworks-84
  7. 7. 18 The trust formula: • What’s at stake for the client • Centered/even-keeled • Perceived experience • Repeated successes • Prepared • Sensitive to situation TRUST = INTIMACY x CREDIBILITY RISK • Rapport • Humor • Openness • Approachability • Facilitating style • Non-verbal cues • Active listening • Appearance • Behaviors • Appropriate response to testing questions • Understanding/Insight • Thought provoking questions T = I * C R This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/common-strategy-consulting-frameworks-84
  8. 8. 1 Flevy (www.flevy.com) is the marketplace for premium documents. These documents can range from Business Frameworks to Financial Models to PowerPoint Templates. Flevy was founded under the principle that companies waste a lot of time and money recreating the same foundational business documents. Our vision is for Flevy to become a comprehensive knowledge base of business documents. All organizations, from startups to large enterprises, can use Flevy— whether it's to jumpstart projects, to find reference or comparison materials, or just to learn. Contact Us Please contact us with any questions you may have about our company. • General Inquiries support@flevy.com • Media/PR press@flevy.com • Billing billing@flevy.com

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