Define Your Strategy - Training & Templates

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Define Your Strategy - Training & Templates

  1. 1. How to define your Strategy Training & Tools By Former Deloitte Management Consultants
  2. 2. 2 www.slidebooks.com2 Objectives of this document “ Learn how to define your strategy with a training and tools created by former Deloitte Management Consultants ” “ Save your time by using our fully editable PowerPoint slides that you can reuse for your own presentation ”
  3. 3. 3 www.slidebooks.com3 Table of content How to define your company’s strategy? Top 8 key strategy tools 2 3 What is the concept of “strategy”?1 Click here to download the editable PowerPoint version at www.slidebooks.com
  4. 4. 4 www.slidebooks.com4 The concept of “strategy” has been defined by many authors “Strategy is about being different. It means deliberately choosing a different set of activities to deliver a unique mix of value” – Michael Porter “Strategy is about shaping the future” – Max McKeown “'Strategy is a set of key choices about customers, value-added, differentiation and performance defining the shape and identity of the enterprise” – Michael Hammer
  5. 5. 5 www.slidebooks.com5 The concept of “strategy” generally involves 3 components… 1.Setting goals 2.Defining a high level plan to achieve these goals 3.Mobilizing resources to execute the actions   
  6. 6. 6 www.slidebooks.com6 …that can be applied at 3 different levels within a company Corporate Business Unit Market In which businesses or industries should we invest? In which markets should we compete with which products? Which marketing mix should we choose? Levels Key Questions Click here to download the editable PowerPoint version at www.slidebooks.com
  7. 7. 7 www.slidebooks.com7 The concept of “strategy” answers a set of questions • Where are we now? • What are our strengths and weaknesses? • What are the key opportunities and threats? Strategy • Where do we want to go? • How do we want to get there? • What is our high level plan of actions?
  8. 8. 8 www.slidebooks.com8 Table of content How to define your company’s strategy? Top 8 key strategy tools 2 3 What is the concept of “strategy”?1
  9. 9. 9 www.slidebooks.com9 The best way to define your strategy is to follow a 4 phase methodology: Evaluate situation Conduct analysis Formulate strategy Create strategic plan   Click here to download the editable PowerPoint version at www.slidebooks.com
  10. 10. 10 www.slidebooks.com10 Phase 1: Evaluate situation Evaluate situation Conduct analysis Formulate strategy Create strategic plan   1. Understand current strategy and desired future state 2. Identify key strategic business issues 3. Develop strategic hypotheses to resolve the identified issues 4. Define the scope of the key areas of analysis conducted in the next phase Key Steps
  11. 11. 11 www.slidebooks.com11 Phase 2: Conduct analysis Evaluate situation Conduct analysis Formulate strategy Create strategic plan   1. Analyze market and industry 2. Analyze competition 3. Conduct customer analysis 4. Analyze strengths and weaknesses of internal operations 5. Synthesize the analysis and identify the client’s strategic options Key Steps (selection to be based on hypothesis)
  12. 12. 12 www.slidebooks.com12 Phase 3: Formulate strategy Evaluate situation Conduct analysis Formulate strategy Create strategic plan   1. Evaluate strategic options 2. Conduct financial modeling 3. Develop strategic recommendations 4. Identify the key success factors to follow 5. Identify the potential implementation issues Key Steps Click here to download the editable PowerPoint version at www.slidebooks.com
  13. 13. 13 www.slidebooks.com13 Phase 4: Create strategic plan Evaluate situation Conduct analysis Formulate strategy Create strategic plan   1. Develop high level plan of action to implement the strategic recommendations including:  A list of projects required to implement the strategic recommendations  The name of the project owners  The key performance indicators (KPIs) for each project 2. Develop a financial plan including:  Profit and Loss (P&L) by relevant unit  Balance sheet forecasts  Cash flow statement forecasts  Funding requirement  Key performance indicators Key Steps
  14. 14. 14 www.slidebooks.com14 Table of content How to define your company’s strategy? Top 8 key strategy tools 2 3 What is the concept of “strategy”?1
  15. 15. 15 www.slidebooks.com15 Risk versus Reward matrix Objective
  16. 16. 16 www.slidebooks.com16 Risk versus Reward matrix Description 20 A B C Low Reward Risk = Option with an Average Annual Revenue of $100m Insert your key message D High LowHigh This strategic option seems to be the most relevant one Based most of the time on net present value (NPV) and intangible
  17. 17. 17 www.slidebooks.com17 Risk versus Reward matrix Template 20 A B C Low Reward Risk = $100m Average Annual Revenue Insert your key message D High LowHigh Click here to download the editable PowerPoint version at www.slidebooks.com
  18. 18. 18 www.slidebooks.com18 SWOT tool Objective
  19. 19. 19 www.slidebooks.com19 s w T O Elements in the environment that could cause trouble for the business or project Elements that the project or the organization could exploit to its advantage Characteristics that place the team or the business at a disadvantage relative to others Characteristics of the business or project that give it an advantage over others SWOTS T O W SWOT tool Description 1/2
  20. 20. 20 www.slidebooks.com20 s w T O • Questions: What is the competition doing? Are there key obstacles for this organization? Are there financial considerations? • Examples: Shift in customer preferences, substitute products, regulation • Question: What is changing in the market, with technology, or with customers? • Example: Unmet customer need, nascent disruptive technology, loose regulations, lowering of trade barriers • Question: What are the key weaknesses of the company/industry? • Example: Weak brand, bad reputation, high cost structure, strong competition, weak distribution • Questions: What are the key advantages of the company/industry? What do customers see as strengths? What are the unique resources? • Example; Patents, brand, reputation, cost advantages, favorable distribution, strong customer base SWOTS T O W SWOT tool Description 2/2
  21. 21. 21 www.slidebooks.com21 s w T O • Insert your own text • Insert your own text • Insert your own text• Insert your own text SWOTS T O W SWOT tool Template 1/7 Click here to download the editable PowerPoint version at www.slidebooks.com
  22. 22. 22 www.slidebooks.com22 SWOT tool Template 2/7 • Insert your own text Strengths • Insert your own text Weaknesses • Insert your own text Opportunities • Insert your own text Threats Strengths Weaknesses Opportunities Threats
  23. 23. 23 www.slidebooks.com23 SWOT tool Template 3/7 Weaknesses Your own text • Your own text • Your own text • Your own text Opportunity Your own text • Your own text • Your own text • Your own text Threats Your own text • Your own text • Your own text • Your own text Strengths Your own text • Your own text • Your own text • Your own text
  24. 24. 24 www.slidebooks.com24 SWOT tool Template 4/7 External Analysis Internal Analysis Strengths Your own text • Your own text • Your own text • Your own text Weaknesses Your own text • Your own text • Your own text • Your own text Opportunities Your own text • Your own text • Your own text • Your own text Threats Your own text • Your own text • Your own text • Your own text
  25. 25. 25 www.slidebooks.com25 SWOT tool Template 5/7 SWOT Weaknesses • Insert your own text • Insert your own text Threats • Insert your own text • Insert your own text Opportunities • Insert your own text • Insert your own text Strengths • Insert your own text • Insert your own text S W O T
  26. 26. 26 www.slidebooks.com26 SWOT tool Template 6/7 Strengths • Insert your own text • Insert your own text • Insert your own text Weaknesses • Insert your own text • Insert your own text • Insert your own text Threats • Insert your own text • Insert your own text • Insert your own text Opportunities • Insert your own text • Insert your own text • Insert your own text InsidetheorganizationOutsidetheorganization Helpful Harmful
  27. 27. 27 www.slidebooks.com27 SWOT tool Template 7/7 • Insert you own text Strengths • Insert you own text Weaknesses • Insert you own text Opportunities • Insert you own text Threats S W O T
  28. 28. 28 www.slidebooks.com28 SWOT tool Sources of information Sources of information Armstrong. M. A handbook of Human Resource Management Practice (10th edition) 2006 "Albert Humphrey The "Father" of TAM". TAM UK. Retrieved 2012-06-03 Armstrong.M Management Processes and Functions, 1996, Hill, T. & R. Westbrook (1997). "SWOT Analysis: It’s Time for a Product Recall". Humphrey, Albert (December 2005). "SWOT Analysis for Management Consulting". SRI Alumni Newsletter (SRI International)
  29. 29. 29 www.slidebooks.com29 Porter’s Five Forces tool Objective
  30. 30. 30 www.slidebooks.com30 Bargaining power of Suppliers Bargaining power of Buyers Threat of new entrants Threat of Substitute products Porter’s Five Forces tool Description If the number of new entrants increases, the profit for all firms in the industry will tend to decrease The ability of customers to put pressure may force the firms in the industry to decrease their price The existence of products outside of the realm of the common product boundaries increases the propensity of customers to switch to alternatives Suppliers of raw materials, components, labor, and services to the firm can be a source of power which may result in an increase of the costs for all firms in the industry Intensity of competitive rivalry Click here to download the editable PowerPoint version at www.slidebooks.com
  31. 31. 31 www.slidebooks.com31 Rivalry • British Airways • British Midland • Dan Air Bargaining power of Suppliers • Fuel companies • Aircraft companies • Labor • Catering suppliers Bargaining power of Buyers • Business travelers • Pleasure travelers Threat of new entrants • Foreign airlines • National airlines • New companies Threat of Substitute products • Bus, Rail, Car • Video conferencing Porter’s Five Forces tool Example for an international airline
  32. 32. 32 www.slidebooks.com32 Rivalry • Insert your own text Bargaining power of Buyers • Insert your own text • Insert your own text • Insert your own text Threat of new entrants • Insert your own text Threat of Substitute products • Insert your own text Porter’s Five Forces tool Template (1/5) Bargaining power of Suppliers • Insert your own text • Insert your own text • Insert your own text
  33. 33. 33 www.slidebooks.com33 Porter’s Five Forces tool Template (2/5) • Insert a more comprehensive description Bargaining power of Suppliers • Insert a more comprehensive description Bargaining power of Buyers • Insert a more comprehensive description Rivalry among firms • Insert a more comprehensive description Threat of Substitute products • Insert a more comprehensive description Threat of new entrants
  34. 34. 34 www.slidebooks.com34 Porter’s Five Forces tool Template (3/5) Rivalry • Insert your own text Threat of new entrants • Insert your own text Bargaining power of Suppliers • Insert your own text • Insert your own text • Insert your own text Bargaining power of Buyers • Insert your own text • Insert your own text • Insert your own text Threat of Substitute products • Insert your own text
  35. 35. 35 www.slidebooks.com35 Porter’s Five Forces tool Template (4/5) Rivalry • Insert your own text Threat of new entrants • Insert your own text • Insert your own text • Insert your own text Bargaining power of Suppliers • Insert your own text • Insert your own text • Insert your own text Bargaining power of Buyers • Insert your own text • Insert your own text • Insert your own text Threat of Substitute products • Insert your own text • Insert your own text • Insert your own text
  36. 36. 36 www.slidebooks.com36 Porter’s Five Forces tool Template (5/5) Rivalry Insert your own text Threat of new entrants • Insert your own text • Insert your own text • Insert your own text Threat of Substitute products • Insert your own text • Insert your own text • Insert your own text Bargaining power of Buyers • Insert your own text • Insert your own text • Insert your own text Bargaining power of Suppliers • Insert your own text • Insert your own text • Insert your own text
  37. 37. 37 www.slidebooks.com37 Porter’s Five Forces tool Sources of information Sources of information Michael E. Porter. "The Five Competitive Forces that Shape Strategy", Harvard Business Review, January 2008, p.86-104 Kevin P. Coyne and Somu Subramaniam, "Bringing discipline to strategy", The McKinsey Quarterly, 1996, Number 4, pp. 14-25 Werner Felt, B. (1984), A resource-based view of the firm, Strategic Management Journal, Vol. 5, (April-June): pp. 171-180 Michael Simkovic, Competition and Crisis in Mortgage Securitization Michael Porter, Nicholas Argyres, Anita M. McGahan, "An Interview with Michael Porter", The Academy of Management Executive
  38. 38. 38 www.slidebooks.com38 Value Chain tool Objective
  39. 39. 39 www.slidebooks.com39 Generic Value Chain Customer Value Chain tool Description 1/2 Firm Infrastructure Procurement Human Resource Management Technology Inbound Logistics Operations Outbound Logistics Marketing & Sales After sales Service Support activities Primary activities
  40. 40. 40 www.slidebooks.com40 There are 3 main steps in performing a value chain analysis:  Identify the sequential macro activities within your industry/business  Identify the main activities for each macro activity  Identify which activity brings value to the customer  Analyze the main revenue and cost drivers  Analyze your strength and weaknesses compared to your competitors  Analyze your key areas of improvement  Decide which strategy to implement (e.g. outsourcing strategy, acquisition strategy, low cost strategy, etc.) in order to acquire or maintain a sustainable competitive advantage 1.Identify 2.Analyse 3.Decide Value Chain tool Description 2/2
  41. 41. 41 www.slidebooks.com41 Insert your own title Customer Value Chain tool Template 1/7 Insert your own text Insert your own text Insert your own text Insert your own text Insert your own text Insert your own text Insert your own text Insert your own text Insert your own text Support activities Primary activities
  42. 42. 42 www.slidebooks.com42 Value Chain tool Template 2/7 Firm Infrastructure Procurement Human Resource Management Technology Support activities Insert your own text Inbound Logistics Operations Outbound Logistics Marketing & Sales After sales Service Primary activities Insert your own text
  43. 43. 43 www.slidebooks.com43 Value Chain tool Template 3/7 Firm Infrastructure Procurement Human Resource Management Technology Support activities Insert your own text
  44. 44. 44 www.slidebooks.com44 Value Chain tool Template 4/7 Firm Infrastructure Procurement Human Resource Management Technology Support activities Insert your own text Insert your own text Insert your own text Insert your own text
  45. 45. 45 www.slidebooks.com45 Value Chain tool Template 5/7 Insert your own text Inbound Logistics Operations Outbound Logistics Marketing & Sales Service (After sales support) Click here to download the editable PowerPoint version at www.slidebooks.com
  46. 46. 46 www.slidebooks.com46 Value Chain tool Template 6/7 Insert your own text • Insert your own text • Insert your own text • Insert your own text Inbound Logistics Operations Outbound Logistics Marketing & Sales Service (After sales support) Insert your own text • Insert your own text • Insert your own text • Insert your own text Insert your own text • Insert your own text • Insert your own text • Insert your own text Insert your own text • Insert your own text • Insert your own text • Insert your own text Insert your own text • Insert your own text • Insert your own text • Insert your own text Click here to download the editable PowerPoint version at www.slidebooks.com
  47. 47. 47 www.slidebooks.com47 Value Chain tool Template 7/7 Insert your own text • Insert your own text • Insert your own text • Insert your own text Inbound Logistics Operations Outbound Logistics Marketing & Sales Service (After sales support) Insert your own text • Insert your own text • Insert your own text • Insert your own text Insert your own text • Insert your own text • Insert your own text • Insert your own text Insert your own text • Insert your own text • Insert your own text • Insert your own text Insert your own text • Insert your own text • Insert your own text • Insert your own text
  48. 48. 48 www.slidebooks.com48 Sources of information "Decision Support Tools: Porter's Value Chain". Cambridge University: Institute for Manufacturing (IfM) Porter, Michael E. (1979). "How competitive forces shape strategy" Angel Gurría "The Emergence of Global Value Chains: What Do They Mean for Business" Porter, Michael E. (1985). Competitive Advantage: Creating and Sustaining Superior Performance Value Chain tool Sources of information
  49. 49. 49 www.slidebooks.com49 Value Driver tree Objective
  50. 50. 50 www.slidebooks.com50 Company Value Creation Increase net operating profit less adjusted Taxes (NOPLAT) Improve capital allocation Capital deployment Decrease operating expenses Increase gross profit Cost of capital Decrease manufacturing costs Increase revenues Reduce distribution costs Reduce selling costs Reduce R&D costs Reduce administrative costs Improve product mix Increase price Decrease staffing Reduce cost of inputs Lower support functions costs N/A Reduce inventories Optimize scheduling Improve plant utilization Lower Customer Service costs Decrease staffing Improve process Increase volume Optimize physical network Increase productivity Use alternative distribution Increase Accounts payable Improve capital investment Reduce Accounts receivable Value Drivers Value Driver tree Description
  51. 51. 51 www.slidebooks.com51 Insert your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Value Driver tree Template 1/11 Generic Value Drivers Company specific Value Drivers Click here to download the editable PowerPoint version at www.slidebooks.com
  52. 52. 52 www.slidebooks.com52 Insert your text Your text Your text Your text Your text Your text Your text Value Driver tree Template 2/11 Your text Your text Your text Your text Your text Your text Your text Your text Click here to download the editable PowerPoint version at www.slidebooks.com
  53. 53. 53 www.slidebooks.com53 Insert your text Your text Your text Your text Your text Your text Your text Value Driver tree Template 3/11 Your text Your text Your text Your text Your text Your text Your text Your text
  54. 54. 54 www.slidebooks.com54 Insert your text Your text Your text Your text Value Driver tree Template 4/11 Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text
  55. 55. 55 www.slidebooks.com55 Insert your text Your text Your text Your text Value Driver tree Template 5/11 Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text
  56. 56. 56 www.slidebooks.com56 Insert your text Your text Your text Your text Value Driver tree Template 6/11 Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text Your text
  57. 57. 57 www.slidebooks.com57 Value Driver tree Template 7/11 Placeholder Placeholder Placeholder Placeholder Placeholder Placeholder Placeholder
  58. 58. 58 www.slidebooks.com58 Value Driver tree Template 8/11 Text Text Text Text Text Text Text Text Text Text
  59. 59. 59 www.slidebooks.com59 Value Driver tree Template 9/11 Text Text Text Text Text Text Text Text Text Text Text Text Text Unit or additional information
  60. 60. 60 www.slidebooks.com60 Value Driver tree Template 10/11 Replace the text by your own text • Replace the text by your own text • Replace the text by your own text Text Text Text Text Text Replace the text by your own text • Replace the text by your own text • Replace the text by your own text Replace the text by your own text • Replace the text by your own text • Replace the text by your own text Replace the text by your own text • Replace the text by your own text • Replace the text by your own text
  61. 61. 61 www.slidebooks.com61 Value Driver tree Template 11/11 Text Text Text Text Text Text strong weak Effect Click here to download the editable PowerPoint version at www.slidebooks.com
  62. 62. 62 www.slidebooks.com62 Sources of information Competitive Value Management by Hermann J. Stern EVA by Stephen F Value Driver tree Sources of information Click here to download the editable PowerPoint version at www.slidebooks.com
  63. 63. 63 www.slidebooks.com63 Ansoff Growth Matrix tool Objective
  64. 64. 64 www.slidebooks.com64 Market Development Strategy Diversification Strategy Product Development Strategy Market Penetration Strategy Current New New Current Products Market The Product/Market Growth matrix tool assists top executives to consider 4 key strategic options: Ansoff Growth Matrix tool Description Gain more market share with their current products in their current markets Develop new products for it’s existing markets Develop new products in new markets Develop new markets for current products Click here to download the editable PowerPoint version at www.slidebooks.com
  65. 65. 65 www.slidebooks.com65 Market Development Strategy Diversification Strategy Product Development Strategy Market Penetration Strategy Current New New Current Products Market Title Ansoff Growth Matrix tool Template 1/9
  66. 66. 66 www.slidebooks.com66 Market Development Strategy Diversification Strategy Product Development Strategy Market Penetration Strategy Current New New Current Products Market Title Ansoff Growth Matrix tool Template 2/9
  67. 67. 67 www.slidebooks.com67 Current New New Current Products Market Title Ansoff Growth Matrix tool Template 3/9 Market Development Strategy • Insert your own text • Insert your own text • Insert your own text Market Penetration Strategy • Insert your own text • Insert your own text • Insert your own text Diversification Strategy • Insert your own text • Insert your own text • Insert your own text Product Development Strategy • Insert your own text • Insert your own text • Insert your own text
  68. 68. 68 www.slidebooks.com68 Market Development Strategy Diversification Strategy Product Development Strategy Market Penetration Strategy Current New New Current Products Market Ansoff Growth Matrix tool Template 4/9 Insert your own text Click here to download the editable PowerPoint version at www.slidebooks.com
  69. 69. 69 www.slidebooks.com69 Ansoff Growth Matrix tool Template 5/9 Insert your own textInsert your own text Insert your own text Insert your own text
  70. 70. 70 www.slidebooks.com70 Ansoff Growth Matrix tool Template 6/9 Market Development Strategy Diversification Strategy Product Development Strategy Market Penetration Strategy Current New New Current Products Market Title Insert your own text
  71. 71. 71 www.slidebooks.com71 Ansoff Growth Matrix tool Template 7/9 Market Development Strategy • Insert your own text • Insert your own text • Insert your own text Diversification Strategy • Insert your own text • Insert your own text • Insert your own text Product Development Strategy • Insert your own text • Insert your own text • Insert your own text Market Penetration Strategy • Insert your own text • Insert your own text • Insert your own text CurrentmarketNewmarket Current products New products Click here to download the editable PowerPoint version at www.slidebooks.com
  72. 72. 72 www.slidebooks.com72 Ansoff Growth Matrix tool Template 8/9 • Insert your own text Market Development Strategy • Insert your own text Diversification Strategy • Insert your own text Product Development Strategy • Insert your own text Market Penetration Strategy Market Development Strategy Diversification Strategy Product Development Strategy Market Penetration Strategy
  73. 73. 73 www.slidebooks.com73 Market Development Strategy • Insert your own text • Insert your own text • Insert your own text Market Penetration Strategy • Insert your own text • Insert your own text • Insert your own text Diversification Strategy • Insert your own text • Insert your own text • Insert your own text Product Development Strategy • Insert your own text • Insert your own text • Insert your own text Ansoff Growth Matrix tool Template 9/9 Strategic options Click here to download the editable PowerPoint version at www.slidebooks.com
  74. 74. 74 www.slidebooks.com74 Sources of information Porter, Michael (1987). "From Competitive Advantage to Corporate Strategy". Harvard Business Review. May–June (3): 43–59 Ansoff, I.: Strategies for Diversification, Harvard Business Review, Vol. 35 Issue 5,Sep-Oct 1957, pp. 113-124 Ansoff Growth Matrix tool Sources of information
  75. 75. 75 www.slidebooks.com75 McKinsey Seven-S tool Objective
  76. 76. 76 www.slidebooks.com76 Shared Value Staff Strategy Skill System Style Structure The Seven-S tool is based on the theory that an organization is not just “Structure”, but is comprised of seven elements distinguished by the “hard S” and “soft S” The 3 “hard S”, Structure, Strategy, and Systems, are practical and easily identifiable. The 4 “soft S”, Skills, Staff, Style, and Shared Values, are somewhat less easily discerned and are less tangible The Seven-S diagram depicts how each of the elements influences, and is influenced by all of the other elements Continuously evolving and changing, the “soft S” are determined by the people at work in the organization and hence, are difficult to anticipate or to influence. Although subterranean in nature, they can and do have a great impact on the “hard S” McKinsey Seven-S tool Description (1/2) The model can be used to help identify what needs to be realigned to improve the organization performance, or how to maintain alignment during a period of change
  77. 77. 77 www.slidebooks.com77 McKinsey Seven-S tool Description 2/2 • The plan devised to maintain and build competitive advantage over the competition • The daily activities and procedures that staff members engage in to get the job done • The way the organization is structured and who reports to whom • The employees and their general capabilities • The style of leadership adopted • Called "superordinate goals" when the model was first developed, these are the core values of the company that are evidenced in the corporate culture and the general work ethic Style Strategy Staff System Shared value Structure • The actual skills and competencies of the employees working for the companySkill The 3 “hard S” The 3 “hard S”
  78. 78. 78 www.slidebooks.com78 McKinsey Seven-S tool Template 1/6 • What is the strategy? • What is the plan of action to achieve the objectives? • How does the company deal with competitive pressure? • How does the company deal with the changes in customer demands? • What are the main systems used by the organization? (e.g. accounting systems, HR systems,…) • How those systems are managed? • What is the organizational form? • How do the various business units align themselves? • How do the various business units communicate and coordinate activities? • Is decision making centralized or decentralized? • What is the staff profiles? • What positions are represented within the team? • What positions need to be filled? • What is the top management style? • Is there a real team spirit within the organization? • Is there an efficient communication between the different teams? • Do employees tend to be competitive or cooperative? • What are the core values of the people in the organization? • What is the team culture? Style Strategy Staff System Shared value Structure • What are the key skills represented within the company/team? • What are the skills requirement? • Are they any skills gaps? • How are skills monitored and assessed? Skill The 3 “hard S” The 3 “hard S” Step 1: Summarize the current situation Answer the following key questions Answer the following key questions
  79. 79. 79 www.slidebooks.com79 McKinsey Seven-S tool Template 2/6 • Insert your own text • Insert your own text • Insert your own text • Insert your own text • Insert your own text • Insert your own text Style Strategy Staff System Shared value Structure • Insert your own textSkill The 3 “hard S” The 3 “hard S” Step 2: Summarize the target situation
  80. 80. 80 www.slidebooks.com80 McKinsey Seven-S tool Template 3/6 Step 3: Double check that the 7 S in your target situation are aligned Structure Strategy System Shared Value Staff Style Skills Structure       Strategy       System   O O O  Shared Value       Staff       Style       Skills      
  81. 81. 81 www.slidebooks.com81 McKinsey Seven-S tool Template 4/6 • Insert your own text • Insert your own text • Insert your own text • Insert your own text • Insert your own text • Insert your own text Style Strategy Staff System Shared value Structure • Insert your own textSkill The 3 “hard S” The 3 “hard S” Step 3: Summarize the main gaps between the current and target situation Click here to download the editable PowerPoint version at www.slidebooks.com
  82. 82. 82 www.slidebooks.com82 McKinsey Seven-S tool Template 5/6 • Action #1 • Action #2 • Action #3 • Action #1 • Action #2 • Action #3 • Action #1 • Action #2 • Action #3 • Action #1 • Action #2 • Action #3 • Action #1 • Action #2 • Action #3 • Action #1 • Action #2 • Action #3 Style Strategy Staff System Shared value Structure • Action #1 • Action #2 • Action #3 Skill The 3 “hard S” The 3 “hard S” Step 4: Create a plan of action to fill the gaps (1/2)
  83. 83. 83 www.slidebooks.com83 McKinsey Seven-S tool Template 6/6 Step 4: Create a plan of action to fill the gaps (2/2) Week 1 2 3 4 5 6 7 8 9 10 11 Starts on 7/1 14/1 … … … … … … … … … Phase 1 1.1 Action 1.2 Action 1.3 Action Phase 2 2.1 Action 2.2 Action Phase 3 3.1 Action 3.2 Action 3.3 Action To add a column or a row, select a column or a row, click right and select “Insert” Use Distribute Columns Evenly and Distribute Rows Evenly in Layout ribbon to keep columns and rows equal in width Click here to download the editable PowerPoint version at www.slidebooks.com
  84. 84. 84 www.slidebooks.com84 Sources of information Structure is Not Organization -Business Horizons, June 1980 A Brief History of the 7-S ("McKinsey 7-S") Model - Tom Peters' blog post describing the origins of the model McKinsey Seven-S tool Sources of information
  85. 85. 85 www.slidebooks.com85 “Five Whys” Problem Solving tool Objective
  86. 86. 86 www.slidebooks.com86 “Five Whys” Problem Solving tool Description Problem Statement Why? Why? Why? Why? Why? Problem Solution True root cause of the problem Sometimes the root causes become evident after 2 or 3 whys, sometimes a deeper dive may be required Clearly define high level problem statement Answer the question and ask again why Click here to download the editable PowerPoint version at www.slidebooks.com
  87. 87. 87 www.slidebooks.com87 “Five Whys” Problem Solving tool Template 1/6 Insert problem statement Why? Why? Why? Why? Why? Insert problem Solution Insert your answer Insert your answer Insert your answer Insert your answer Insert your answer
  88. 88. 88 www.slidebooks.com88 “Five Whys” Problem Solving tool Template 2/6 Insert problem statement Why? Why? Why? Why? Why? Insert problem Solution Insert your answer Insert your answer Insert your answer Insert your answer Insert your answer
  89. 89. 89 www.slidebooks.com89 “Five Whys” Problem Solving tool Template 3/6 Insert problem statement Why? Why? Why? Why? Why? Insert problem Solution Insert your answer Insert your answer Insert your answer Insert your answer Insert your answer
  90. 90. 90 www.slidebooks.com90 “Five Whys” Problem Solving tool Template 4/6 Insert problem statement 1.Why? Insert your answer 2.Why? Insert your answer 3.Why? Insert your answer 4.Why? Insert your answer 5.Why? Insert your answer Insert problem statement
  91. 91. 91 www.slidebooks.com91 “Five Whys” Problem Solving tool Template 5/6 Insert problem statement 1.Why? Insert your answer 2.Why? Insert your answer 3.Why? Insert your answer 4.Why? Insert your answer 5.Why? Insert your answer Insert problem statement Click here to download the editable PowerPoint version at www.slidebooks.com
  92. 92. 92 www.slidebooks.com92 “Five Whys” Problem Solving tool Template 6/6 Sample Text Sample Text Sample Text Sample Text Sample Text Sample Text Sample Text Your own text Your own text Your own text Your own text Your own text Your own text Your own textYour own text Your own text Your own text Your own text Your own textYour own text Your own text Your own text Your own text Click here to download the editable PowerPoint version at www.slidebooks.com
  93. 93. 93 www.slidebooks.com93 Sources of information Taiichi Ohno; foreword by Norman Bodek (1988). Toyota production system: beyond large-scale production. Portland, Or: Productivity Press "Five Whys Technique". adb.org. Asian Development Bank. February 2009 “Five Whys” Problem Solving tool Sources of information
  94. 94. 94 www.slidebooks.com94 Feedback Related Product Please feel free to contact us on sales@slidebooks.com if you have any feedback or request regarding this document Thanks Thank you for reading our slides Click to access details Click to access details

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