15
Structure
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Strategy
Skills Staff Style
McKinsey-style
Shared
values
Systems
Diagram Style
Strategy Skills
Templates Staff
Shared
values
Structure
Systems

Annotation
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2S-5S
Unit of measure
The people in the organization,
considered in terms of corporate
demographics, not individual
personalities
The processes and Staff
procedures through
which things get done The way managers
from day to day Systems Style collectively behave
with respect to use of
time, attention and
Strategy Skills symbolic actions
A coherent set of Capabilities possessed
actions aimed at by the organization as a
gaining a whole as distinct from Shared
Structure
sustainable the individuals. Some Values
advantage over companies perform Those ideas of what is right
competition extraordinary feats with and desirable (in corporate
ordinary people and/or individual behavior)
The organization chart and which are typical of the
accompanying baggage that organization and common to
show who reports to whom and most of its members
how tasks are both divided up
and integrated
* Footnote
Source: Sources

Annotation
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3Cs TRIANGLE
Unit of measure
Customer
Distributors
Clients Competitors
Suppliers
* Footnote
Source: Sources

Annotation
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3S-4S
Unit of measure The organization chart and
accompanying baggage that show
who reports to whom and how tasks
are both divided up and integrated
A coherent set of
actions aimed at
gaining a sustainable
Structure The people in the
advantage over
organization, considered in
competition
terms of corporate
Capabilities demographics, not
possessed by the individual personalities
organization as a Strategy
whole as distinct
from the individuals. The way managers
Skills Staff Style
Some companies collectively behave
perform Shared with respect to use
extraordinary feats values of time, attention
with ordinary people and symbolic
actions
Those ideas of what is right
and desirable (in corporate The processes and
and/or individual behavior) Systems procedures through
which are typical of the which things get done
organization and common to from day to day
* Footnote most of its members
Source: Sources

Annotation
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7S
Unit of measure
The way managers collectively
behave with respect to use of Capabilities possessed by the
time, attention and symbolic organization as a whole as
actions distinct from the individuals.
Some companies perform
Style extraordinary feats with ordinary
people
A coherent set of actions
aimed at gaining a Strategy Skills
sustainable advantage over
competition Those ideas of what is right
Shared and desirable (in corporate
values and/or individual behavior)
The people in the which are typical of the
organization, considered in Staff Systems organization and common to
terms of corporate most of its members
demographics, not individual
The processes and
personalities Structure procedures through which
things get done from day
The organization chart and to day
accompanying baggage that show
who reports to whom and how tasks
are both divided up and integrated
* Footnote
Source: Sources

Annotation
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BUSS PORTFOLIO
Unit of measure
High
Competitive position
Medium
Low
Low Medium High
Product/market attractiveness
* Footnote
Source: Sources

Annotation
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CHANGE BOARD
Unit of measure
Commitment Capability
Change
vision Individual Enabling
Conviction Courage
activity devices
Chief
executive
Leadership
groups
Down the
line
External
constituents
* Footnote
Source: Sources

Annotation
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MACS
Unit of measure
• Industry attractiveness
• Competitive position
• Restructuring/rationalization
opportunities
Value-creation potential in business unit
High Medium Low
Relative ability to extract value
“One of the pack” Natural owner
• Corporate Retain Retain and Retain and
center and give priority manage
skills give top for
priority code or
• Business liquidate
unit
linkages Probably Divest Divest
divest or
• Taxation/
liquidate
valuation
differences
* Footnote
Source: Sources

Annotation
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MANUFACTURING STRATEGY
Unit of measure
Business Strategy
Manufacturing Strategy
Configuration Research
Systems Focus
Organization Labor
Policy
Make
vs.
Buy
Process Product
Design Design
* Footnote
Source: Sources

Annotation
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PENTAGON
Unit of measure
1
2 5
Restructuring
framework
3 4
* Footnote
Source: Sources

Annotation
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PRICE BENEFIT
Unit of measure
Benefit Competitive
advantage
Competitive
disadvantage
Price
* Footnote
Source: Sources

Annotation
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SCP SHOCK
Unit of measure
INDUSTRY PRODUCERS
Changes in Changes in Changes in
External
shocks S Structure C Conduct P Performance
Feedback
* Footnote
Source: Sources

Annotation
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VALUE CREATION
Unit of measure
Improve core
Re deploy
business
assets
performance
Maximize
shareholder
value
Adopt sound Grow through
financing acquisition
approach and/or merger
Grow through
cultural
initiative
* Footnote
Source: Sources

Annotation
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TREE PRODUCTIVITY
Unit of measure
Selling margin
Contribution
Effectiveness Sales
Contribution
Available selling time Selling rate
Sales
Available selling time
Productivity
Contribution Utilization
Total selling costs Available selling time
Total sales time
Efficiency Support leverage
Available selling time Total sales time
Total selling costs Support costs
Support intensity
Support costs
Total selling costs
* Footnote
Source: Sources

Annotation
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STRAT MANAGE
Unit of measure
Stage 4
Stage 3
Stage 2
Stage 1
Forecast Externally Strategic
Budget based oriented manage-
planning planning planning ment
Meet Predict Think Create
budget and the future strategically the future
schedule
* Footnote Value system
Source: Sources

Annotation
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STRAT GAMEBOARD
Unit of measure
3.
Create and
pursue a unique
advantage
2. 4.
Resegment the Exploit unique
market to create advantage
a niche industrywide
Se e When
lec 1. m
tiv ga to
e w
Do more and Ne compete
better of the
W Ac
he same
re ro te
to ss me pe
co th
eb e ga om
m m c
pe oa Sa to
te rd w
Ho
* Footnote
Source: Sources