Strategy & Transformation PowerPoint Presentation Templates

1. This is an exclusive document to the FlevyPro community - http://flevy.com/pro PowerPoint Templates & Diagrams Strategy & Transformation Diagrams (Volumes I & II) Presentation created by BUSINESS STRATEGY Core Values Risks to be avoided Critical performance variables Boundary Systems Beliefs System Interactive Control Systems Diagnostic Control Systems Strategic uncertainties

2. 2This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Presentation Overview (1 of 2) To view all FlevyPro frameworks, go here: http://flevy.com/pro/library/frameworks. This is compilation of business framework slides and templates related to established Strategy and Transformation models This document is a compilation of template and diagram slides of business frameworks related to Strategy and Transformation. The following frameworks are included: • 10 Elements of Customer Delight • 3 Strategy Horizons • 4 Levers of Control • 4 Problems in Reorganizations • 8 Dimensions of Strategic Management • Accenture Nonstop-Customer Experience Model • Acquisition Integration Approaches • Balanced Scorecard • BCG Experience Curve • BCG Transformation Framework • Brand Asset Valuator • Brand Development Lifecycle • Branding Pentagram • Competing Values Framework • Core Competence Model • Customer Segmentation Formula • Customer Segmentation Methodologies • Digital Transformation • Dimensions of Service Design • Disruptive Innovation • Distinctive Capabilities

3. 3This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Presentation Overview (2 of 2) To view all FlevyPro frameworks, go here: http://flevy.com/pro/library/frameworks. This presentation includes 70 templates that span 35 frameworks • Four Approaches to Ambidexterity • Greiner Growth Model • Kano Customer Satisfaction Model • Kepner-Tregoe Model • McKinsey 7-S Strategy Model • McKinsey Customer Decision Journey • Strategic Management Maturity Model • Strategic Planning & Execution Approach • Strategy Map • Strategy Palette • Structure-Conduct-Performance • Transformation Trajectories • Value Differentiation • Value Perception Gap

4. 4This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline 10 Elements of Customer Delight – TEMPLATE Source material: Service Design and Delivery https://flevy.com/browse/flevypro/service-design-and-delivery-2758 CUSTOMER- CENTRIC ELEMENTS PROVIDER- CENTRIC ELEMENTS ExecutionEmpathy Engine- ering Economics Experi- mentation Equiva- lence Engage- ment Elegance Expecta- tion Emotion CUSTOMER DELIGHT

5. 5This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline 10 Elements of Customer Delight – TEMPLATE ALTERNATE Customer-centric Elements ExecutionEmpathy Engine- ering Economics Experi- mentation Equiva- lence Engage- ment Elegance Expecta- tion Emotion CUSTOMER DELIGHT Provider-centric Elements  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, filler text Source material: Service Design and Delivery https://flevy.com/browse/flevypro/service-design-and-delivery-2758

6. 6This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline 3 Strategy Horizons – TEMPLATE Source material: Best Practices in Strategic Planning https://flevy.com/browse/flevypro/best-practices-in-strategic-planning-2738 SHORT TERM HORIZON MEDIUM TERM HORIZON LONG TERM HORIZON 1 year 3-5 years 5+ years time

7. 7This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline 4 Levers of Control – TEMPLATE Source material: 4 Levers of Control https://flevy.com/browse/flevypro/4-levers-of-control-2663 Business strategy BOUNDARY SYSTEMSBELIEFS SYSTEMS DIAGNOSTIC CONTROL SYSTEMS INTERACTIVE CONTROL SYSTEMS Core Values Risks to be avoided Strategic uncertainties Critical performance variables

8. 8This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline 4 Levers of Control – TEMPLATE ALTERNATE Business strategy Core Values Risks to be avoided Critical performance variables Strategic uncertainties BOUNDARY SYSTEMSBELIEFS SYSTEMS DIAGNOSTIC CONTROL SYSTEMS INTERACTIVE CONTROL SYSTEMS Source material: 4 Levers of Control https://flevy.com/browse/flevypro/4-levers-of-control-2663

9. 9This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline 4 Levers of Control – TEMPLATE ALTERNATE BUSINESS STRATEGY Core Values Risks to be avoided Critical performance variables Boundary Systems Beliefs System Interactive Control Systems Diagnostic Control Systems Strategic uncertainties Source material: 4 Levers of Control https://flevy.com/browse/flevypro/4-levers-of-control-2663

10. 10This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline 4 Problems in Reorganizations – TEMPLATE Source material: Reorganization – New Organization Effectiveness https://flevy.com/browse/flevypro/reorganization-new-organization-effectiveness-2700 Customer Value Proposition 1 Roles and Goals 2 Employee Value Exchange 4 Operating Model 3 •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, filler text

11. 11This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline 4 Problems in Reorganizations – TEMPLATE ALTERNATE ROLES AND GOALS OPERATING MODEL CUSTOMER VALUE PROPOSITION EMPLOYEE VALUE EXCHANGE 1 2 3 4 • 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, 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, 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, filler text, filler text, filler text Source material: Reorganization – New Organization Effectiveness https://flevy.com/browse/flevypro/reorganization-new-organization-effectiveness-2700

12. 12This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline 4 Problems in Reorganizations – TEMPLATE ALTERNATE CUSTOMER VALUE PROPOSITION 1 The new organization must have a clearly defined and compelling Customer Value Proposition—one that is recognized by its customers. Otherwise, the organization will be a target for any future consolidation. It will also struggle to justify its budget within the broader organization ROLES AND GOALS 2 After a reorganization, it often becomes unclear what each group is responsible for. Likewise, it is unclear how the new business units align and their individual goals are. Until roles and goals for each group are clearly defined, duplication of effort and initiatives will occur, causing inefficiencies and be a potential source of political conflict OPERATING MODEL 3 A reorganization may cause the Operating Model to become dysfunctional. The decision-making process is uncertain, resulting in too many meetings with the incorrect stakeholders involved and the lines of communication are incorrectly defined. This leads to frustration within the company and frustration with dealing with the newly reorganized company from those outside the organization EMPLOYEE VALUE EXCHANGE 4 Having an uncertain Employee Value Exchange negatively affects the organization from resulting behavior from both top and low performers. The top performers may look for new jobs, since they feel the required level of performance and rewards process are unclear. The low performers are easily hidden and protected in such an organization Source material: Reorganization – New Organization Effectiveness https://flevy.com/browse/flevypro/reorganization-new-organization-effectiveness-2700

13. 13This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Source: The Strategic Management Maturity ModelTM , Balanced Score Institute, 2010 8 Dimensions of Strategic Management – TEMPLATE Leadership Culture and Values Strategic Thinking and Planning STRATEGIC MANAGEMENT Strategic Alignment 1 2 3 4 Performance Measurement Performance Management Process Improvement Sustainability of Strategic Management 5 6 7 8 Source material: Strategic Management Maturity Model (SMMM) https://flevy.com/browse/flevypro/strategic-management-maturity-model-smmm-2791

14. 14This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Accenture Nonstop-Customer Experience Model – TEMPLATE Source: Digital Customer, 2103 Global Consumer Pulse Research, Accenture Source material: Customer Experience https://flevy.com/browse/flevypro/customer-experience-2252 Promise Evaluate Delivery Discover Purchase UseConsider

15. 15This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Elements to an Acquisition – TEMPLATE Insert Headline Degree of Integration Type of Synergy Type of Acquisition • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text Source material: Acquisition Integration Approaches https://flevy.com/browse/flevypro/acquisition-integration-approaches-1868

16. 16This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Acquisition Integration Approaches – TEMPLATE Insert Headline Need for Organizational Autonomy Need for Strategic Interdependence HIGH LOW LOW HIGH PRESERVATION SYMBIOSIS ABSORPTIONHOLDING Source material: Acquisition Integration Approaches https://flevy.com/browse/flevypro/acquisition-integration-approaches-1868

17. 17This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Acquisition Integration Approaches – TEMPLATE ALTERNATE Insert Headline Need for Organizational Autonomy Need for Strategic Interdependence HIGH LOW LOW HIGH PRESERVATION SYMBIOSIS ABSORPTIONHOLDING • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text

18. 18This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Activity In which processes do we need to excel? Internal Processes Target Strategic target KPI Activity Target What do we want to achieve in finance? Finance Strategic target KPI TargetActivityHow can we remain flexible and able to improve? Learning & Development Strategic target KPI How can we satisfy our customers’ needs? Customers TargetActivity Strat.target KPI Strategy and Vision Balanced Scorecard (4 Perspectives) – TEMPLATE

19. 19This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Finance Perspective How do the investors appraise our present position?  …  … Learning and Development Perspective How can we ensure that our customers’ needs are satisfied also in future and what are the critical success factors of the future?  …  … Internal Process Perspective How well do we satisfy our customers’ needs?  …  … Customer Perspective How do our customers appraise our performance?  …  … Balanced Scorecard (4 Perspectives) – TEMPLATE ALTERNATE Source material: Balanced Scorecard Primer https://flevy.com/browse/flevypro/balanced-scorecard-primer-1969

20. 20This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Vision Financial Perspective • … • If we are successful, how do out shareholders know? Customer Perspective • … • How should I see the customer to achieve the vision? Internal Perspective • … • Which processes do I need to optimize to satisfy the customers? Learning and Development • … • How should I enhance my organization to achieve the vision? … … … … … Balanced Scorecard (4 Perspectives) – TEMPLATE ALTERNATE

21. 21This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Source: Using the Balanced Scorecard as a Strategic Management System, Kaplan and Norton (2005) FINANCIAL CUSTOMER INTERNAL BUSINESS PROCESSES LEARNING AND GROWTH Rework Return on Capital Employed Employees’ Suggestions Employees’ Morale Customer Satisfaction Operating Expense Accounts Receivable ( + ) ( + ) ( + ) ( + ) ( – ) ( – ) ( – ) Balanced Scorecard (Linking 4 Perspectives) – TEMPLATE

22. 22This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Total 100% … % Perspective Strategic Objective KPI Weighting Frequency of Survey Comp. Year 2004 Pres. Year 2005 Ongoing Pres. Year 2005 Ex- trapolated 2005 Target 2006 Target Extrapol. in % of Target Ongoing in % of Target Finance … … ... … … … … … … …% …% Learning and development … … ... … … … … … … …% …% Internal processes … … ... … … … … … … …% …% Customers … … ... … … … … … … …% …% Insert headline y yearly hy twice a year q quarterly m monthly Target achievement …% Balanced Scorecard – TEMPLATE

23. 23This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline CORPORATE OBJECTIVES  Double our corporate value in 5 years  Increase our earnings by an average or 20% per year  Achieve an internal rate of return 2% above the cost of capital 2012 2013 2014 2015 2016 2012 2013 2014 2015 2016 1. Financial 100 120 160 180 220 Earnings in ($ USD MM) 2. 100 420 220 230 235 Net cash flow 100 85 80 75 72 Overhead and operating expenses 3. Operating 10 78 75 73 70 Production costs per barrel 4. 100 95 93 90 85 Development costs per barrel Team/Individual Measures Targets 5. 1. 2. 3. 4. 5. Corporate Targets Scorecard Measures Business Unit Targets Team/Individual Objectives and Initiatives Name: Location: Balanced Scorecard (Personal Scorecard) – TEMPLATE

24. 24This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline BCG Experience Curve – TEMPLATE Source material: BCG Experience Curve https://flevy.com/browse/flevypro/bcg-experience-curve-2745 Marginalcost Cumulative Volume Product generation Experience at fulfilling demand Experience at shaping demand • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text

25. 25This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline BCG Experience Curve – TEMPLATE ALTERNATE Marginalcost Cumulative Volume Product generation Experience at fulfilling demand Experience at shaping demand • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text Source material: BCG Experience Curve https://flevy.com/browse/flevypro/bcg-experience-curve-2745

26. 26This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline BCG Experience Curve – TEMPLATE ALTERNATE Marginalcost Cumulative Volume Experience at fulfilling demand Experience at shaping demand Product generation • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text Source material: BCG Experience Curve https://flevy.com/browse/flevypro/bcg-experience-curve-2745

27. 27This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline BCG Transformation Framework Approach – TEMPLATE Source material: BCG Transformation Framework for new CEOs https://flevy.com/browse/flevypro/bcg-transformation-framework-for-new-ceos-2754 Define the Ambition Energize the Organization Prepare and Launch the Transformation Drive the Transformation 100 days before starting First weeks First 100 days First 18 months Source: The New CEO’s Guide to Transformation, BCG, 2015

28. 28This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Brand Asset Valuator (Pillars) – TEMPLATE BRAND VALUE DIFFERENTIATIONDIFFERENTIATION RELEVANCERELEVANCE ESTEEMESTEEM KNOWLEDGEKNOWLEDGE 1 2 3 4 BRAND STRENGTHBRAND STRENGTH BRAND STATUREBRAND STATURE

29. 29This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Brand Asset Valuator (Pillars Rating) – TEMPLATE 100% DIFFERENTIATIO RELEVANCE ESTEEM KNOWLEDGE • Filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text 1 2 3 4 Source material: Brand Asset Valuator (BAV) https://flevy.com/browse/flevypro/brand-asset-valuator-bav-2109

30. 30This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Brand Development Lifecycle (Power Grid) – TEMPLATE NICHE & UNREALIZED POTENTIAL NEW/ UNFOCUSED ERODING DECLINING LEADERSHIP Brand Stature (Esteem and Knowledge) BrandStrength (DifferentiationandRelevance)

31. 31This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Branding Pentagram Model – TEMPLATE Source material: Branding Pentagram Model https://flevy.com/browse/flevypro/branding-pentagram-model-2723 Principles of Branding Consistency in Brand Carriers Planning and Control Cycle Embedding the Brand Positioning • 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, filler text

32. 32This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Branding Pentagram Model – TEMPLATE ALTERNATE Principles of Branding Consistency in Brand Carriers Planning and Control Cycle Embedding the Brand Positioning Source material: Branding Pentagram Model https://flevy.com/browse/flevypro/branding-pentagram-model-2723

33. 33This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Branding Pentagram Model – TEMPLATE ALTERNATE Principles of Branding Consistency in Brand Carriers Planning and Control Cycle Embedding the Brand Positioning Source material: Branding Pentagram Model https://flevy.com/browse/flevypro/branding-pentagram-model-2723

34. 34This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Competing Values Framework – TEMPLATE FLEXIBLE FOCUSED EXTERNAL INTERNAL HUMAN RELATIONS MODEL OPEN SYSTEM MODEL INTERNAL PROCESS MODEL RATIONAL GOAL MODEL

35. 35This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Competing Values Framework – TEMPLATE ALTERNATE INDIVIDUAL FLEXIBILITY INCREMENTAL CHANGE EXTERNAL POSITIONING INTERNAL MAINTENANCE HUMAN RELATIONS MODEL OPEN SYSTEM MODEL INTERNAL PROCESS MODEL RATIONAL GOAL MODEL

36. 36This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Competing Values Framework – TEMPLATE ALTERNATE HUMAN RELATIONS MODEL OPEN SYSTEM MODEL INTERNAL PROCESS MODEL RATIONAL GOAL MODEL  Insert filler text, filler text, filler text, filler text, filler text  Insert filler text, filler text, filler text  Insert filler text, filler text  Insert filler text, filler text, filler text, filler text, filler text  Insert filler text, filler text, filler text  Insert filler text, filler text  Insert filler text, filler text, filler text, filler text, filler text  Insert filler text, filler text, filler text  Insert filler text, filler text  Insert filler text, filler text, filler text, filler text, filler text  Insert filler text, filler text, filler text  Insert filler text, filler text Filler text Filler text Filler text Filler text Source material: Competing Values Framework https://flevy.com/browse/flevypro/competing-values-framework-1966

37. 37This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Core Competence Model – TEMPLATE Source material: Core Competence Model https://flevy.com/browse/flevypro/core-competence-model-2487 Source: The Core Competence of the Corporation, Prahalad and Hamel, Harvard Business Review, 1990 Competence 1 Competence 2 Competence 3 Competence 4 1 2 3 Business 1 4 5 6 Business 2 7 8 9 Business 3 10 11 12 Business 4 Core Product 1 Core Product 2 End Products

38. 38This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Core Competence Model (4 Dimensions) – TEMPLATE Source: Core Capabilities and Core Rigidities, Leonard-Barton, Strategic Management Journal, 1992 VALUES & NORMS SKILLS & KNOWLEDGE BASE TECHNICAL SYSTEMS MANAGERIAL SYSTEMS

39. 39This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Core Competence Model (Core Rigidities) – TEMPLATE Core Competenc e Core Rigidity time Source material: Core Competence Model https://flevy.com/browse/flevypro/core-competence-model-2487

40. 40This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Customer Segmentation Formula – TEMPLATE Source material: Market and Customer Segmentation https://flevy.com/browse/flevypro/market-and-customer-segmentation-2359 Customer Needs Customer Behavior Customer Demographics Customer Segmentation+ + = Filler text Filler text Filler text Filler text

41. 41This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Customer Segmentation (Tactical Methodologies) – TEMPLATE Potential Value Creation Customer Insight High Low Low High Demographic Values-based Behavioral Needs-based TACTICAL CUSTOMER SEGMENTATION METHODOLOGIES • 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, filler text

42. 42This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Demand Generation Reach & Selection Customer PurchaseProcess Customer Experience ProcessEfficiency Asset Utilization NewBusinessModels Insert headline Digital Transformation – TEMPLATE Source material: Digital Transformation Strategy Primer https://flevy.com/browse/flevypro/digital-transformation-strategy-primer-2253 DIGITAL TRANSFORMATION GROWTH DRIVERS OPERATIONAL IMPROVEMENT Demand Generation Reach & Selection Customer Purchase Process Customer Experience Process Efficiency Asset Utilization Agility New Business Models Business Driver Levers Business Enabler Levers 1 2 3 4 5 6 7 8

43. 43This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Dimensions of Service Design – TEMPLATE Source material: Service Design and Delivery https://flevy.com/browse/flevypro/service-design-and-delivery-2758 Customer Experience Technical Excellence GREAT SERVICE DESIGN  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, filler text

44. 44This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Disruptive Innovation – TEMPLATE Source: What Is Disruptive Innovation, Christensen and Raynor, Harvard Business Review, 2015 HIGH END OF THE MARKET MOST PROFITABLE LOW END OF THE MARKET LEAST PROFITABLE time MAINSTREAM INCUMBENT’S SUSTAINING TRAJECTORY ENTRANT’S DISRUPTIVE TRAJECTORY PERFORMANCE CUSTOMERS WILL PAY FOR ProductPerformance Product Performance Trajectories (how products improve over time) Customer Demand Trajectories (customers’ willingness to pay performance) LEGEND Source material: Disruptive Innovation Primer https://flevy.com/browse/flevypro/disruptive-innovation-primer-2542

45. 45This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Disruptive Innovation (4 Elements of Disruptive Elements) – TEMPLATE Source: How Useful Is the Theory of Disruptive Innovation, King and Baatartotokh, MIT Sloan Management Review, 2015 CUSTOMER NEEDS ProductPerformance Incumbents improving along a trajectory of sustainable innovation Incumbents flounder as a result of the disruption Incumbents have the capability to respond but fail to exploit itSustaining innovation overshoots customer needs 1 2 3 4 time Source material: Disruptive Innovation Primer https://flevy.com/browse/flevypro/disruptive-innovation-primer-2542

46. 46This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Distinctive Capabilities – TEMPLATE Source material: Distinctive Capabilities Framework https://flevy.com/browse/flevypro/distinctive-capabilities-framework-2657 ARCHITECTURE INNOVATION REPUTATION It is a structure of relational contacts within or around the organization with customers, suppliers and with employees This includes customer's own experience, quality signals, guarantee, word of mouth spreading, warranty, association with other brands and staking the reputation, once it is established Innovation can lead to competitive advantage and thus can prove to be a harbinger of success

47. 47This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Architecture Reputation Innovation Insert headline Distinctive Capabilities – TEMPLATE ALTERNATIVE It is a structure of relational contacts within or around the organization with customers, suppliers and with employees Innovation can lead to competitive advantage and thus can prove to be a harbinger of success This includes customer's own experience, quality signals, guarantee, word of mouth spreading, warranty, association with other brands and staking the reputation, once it is established DISTINCTIVE CAPABILITIES Source material: Distinctive Capabilities Framework https://flevy.com/browse/flevypro/distinctive-capabilities-framework-2657

48. 48This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Distinctive Capabilities – TEMPLATE ALTERNATIVE ARCHITECTURE REPUTATION INNOVATION Distinctive capabilities It is a structure of relational contacts within or around the organization with customers, suppliers and with employees Innovation can lead to competitive advantage and thus can prove to be a harbinger of success This includes customer's own experience, quality signals, guarantee, word of mouth spreading, warranty, association with other brands and staking the reputation, once it is established Source material: Distinctive Capabilities Framework https://flevy.com/browse/flevypro/distinctive-capabilities-framework-2657

49. 49This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Four Approaches to Ambidexterity – TEMPLATE Source material: BCG Experience Curve https://flevy.com/browse/flevypro/bcg-experience-curve-2745 Source: Ambidexterity: The Art of Thriving in Complex Environments, BCG, 2013 Separate units that require different styles Source styles externally Empower individuals to choose the appropriate styles Intentionally manage switching between styles Static Separation Switching Self- Organizing External ecosystem Diversity Dynamism

50. 50This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Greiner Growth Model – TEMPLATE Source material: Greiner Growth Model https://flevy.com/browse/flevypro/greiner-growth-model-2660 Source: Evolution and Revolution as Organizations Grow, Greiner, 1972, Harvard Business Review Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 Growth through Creativity Direction Delegation Coordination & Monitoring Collaboration Large Small Size of organization Youn g Mature Age of the organization Crisis of leadership Crisis of Autonomy Crisis of Control Crisis of Red tape Crisis of internal growth Evolution Revolution

51. 51This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Greiner Growth Model – TEMPLATE ALTERNATE Source: Evolution and Revolution as Organizations Grow, Greiner, 1972, Harvard Business Review Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 Growth through Large Small Size of Organization Youn g Mature Age of the Organization Crisis of leadership Crisis of Autonomy Crisis of Control Crisis of Red tape Crisis of internal growth Evolution Revolution Creativity Direction Delegation Coordination & Monitoring Collaboration Source material: Greiner Growth Model https://flevy.com/browse/flevypro/greiner-growth-model-2660

52. 52This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Kano Customer Satisfaction Model – TEMPLATE Functionality Satisfaction Performance Attractive Must-Be Indifferent • 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, filler text Source material: Kano Customer Satisfaction Model https://flevy.com/browse/flevypro/kano-customer-satisfaction-model-2425

53. 53This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Kepner-Tregoe Model (4 Rational Processes) – TEMPLATE SITUATION ANALYSIS PROBLEM ANALYSIS DECISION ANALYSIS POTENTIAL PROBLEM ANALYSIS Source material: Kepner-Tregoe Model https://flevy.com/browse/flevypro/kepner-tregoe-method-2715

54. 54This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline 4 Rational Processes – TEMPLATE SITUATION ANALYSIS PROBLEM ANALYSIS DECISION ANALYSIS POTENTIAL PROBLEM ANALYSIS • 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, filler text Source material: Kepner-Tregoe Model https://flevy.com/browse/flevypro/kepner-tregoe-method-2715

55. 55This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Kepner-Tregoe Matrix – TEMPLATE Identify likely causes Plan contingent action Set triggers POTENTIAL PROBLEM ANALYSIS Take preventiv e action Identify potential problems Assess risks DECISION ANALYSIS State decision Clarify purpose Make decision Evaluate alternatives PROBLEM ANALYSIS Identify possible causes Evaluate possible causes Confirm true cause Describe problem Think beyond the fix SITUATION APPRAISAL Source material: Kepner-Tregoe Model https://flevy.com/browse/flevypro/kepner-tregoe-method-2715

56. 56This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline McKinsey 7-S Strategy Model – TEMPLATE Structure Systems Style Staff Skills Strategy Shared Values Source material: 8 Attributes of Management Excellence https://flevy.com/browse/flevypro/8-attributes-of-management-excellence-2472

57. 57This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline McKinsey Customer Decision Journey Source material: Consumer Decision Journey https://flevy.com/browse/flevypro/consumer-decision-journey-1723 Initial Consideration Set Moment of Purchase Active Evaluation Post-purchase Experience 1 3 2 4 Ongoing exposure Source: Consumer Decision Journey, McKinsey & Co., 2009

58. 58This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Initial Consideration Active Evaluation Moment of Purchase Post-purchase Experience Continuation of Evaluation Insert headline McKinsey Customer Decision Journey (Social Media) – TEMPLATE Source: Demystifying Social Media, McKinsey & Co., 2012 1 2 3 4 1. Monitor social channels for trends, insights Brand Monitoring Crisis Management Referrals and Recommendations Brand Content Awareness Product Launches Targeted Deals and Offers Customer Service Fostering Communities Customer Input Brand Advocacy 2. Respond to consumers’ comments 3. Amplify current positive activity and tone 4. Lead changes in behavior or sentimentPhases of Journey

59. 59This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Strategic Management Maturity Model – TEMPLATE Source material: Strategic Management Maturity Model (SMMM) https://flevy.com/browse/flevypro/strategic-management-maturity-model-smmm-2791 Culture and Values Strategic Thinking and Planning Strategic Alignment 1 2 3 4 Performance Measurement Performance Management Process Improvement Leadership Sustainability of Strategic Management 5 6 7 8 STAGE 2 Reactive STAGE 3 Structured and Proactive STAGE 4 Managed and Focused STAGE 5 Continuous Improvement STAGE 1 Ad Hoc and Static

60. 60This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Strategic Management Maturity Model – TEMPLATE ALTERNATE STAGE 2 Reactive STAGE 3 Structured and Proactive STAGE 4 Managed and Focused STAGE 5 Continuous Improvement STAGE 1 Ad Hoc and Static Source material: Strategic Management Maturity Model (SMMM) https://flevy.com/browse/flevypro/strategic-management-maturity-model-smmm-2791

61. 61This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Strategic Management Maturity Model – TEMPLATE ALTERNATE STAGE 2 STAGE 3 STAGE 4 STAGE 5STAGE 1 Reactive Structured and Proactive Managed and Focused Continuous Improvement Ad Hoc and Static • 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, 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, 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, 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 • 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, filler text • Filler text, filler text, filler text, filler text Source material: Strategic Management Maturity Model (SMMM) https://flevy.com/browse/flevypro/strategic-management-maturity-model-smmm-2791

62. 62This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Strategic Planning and Execution Approach – TEMPLATE Source material: Best Practices in Strategic Planning https://flevy.com/browse/flevypro/best-practices-in-strategic-planning-2738 Source: Four Best Practices of Strategic Planning, BCG, 2016 Planning Processes (Top Down + Bottom Up) Execution Processes Define key strategic questions; design process Review challenge, consolidate, and approve high-level plans Approve plans; allocate resources to support plans Develop high- level plan; articulate options Develop detailed strategic plans Vision and Ambition CORPORATE BUSINESS UNIT Communicate the strategy Align incentives Define success metrics Mobilize via strategic initiatives Strategic Dialogue Strategic Planning Strategy Execution

63. 63This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Strategy Map – TEMPLATE Financial Perspective Customer Perspective Process Perspective Learning & Growth Perspective Productivity Strategy Growth Strategy Operations Management Processes  Supply  Produce  Distribute  Manage Risk Customer Management Processes  Select Customers  Acquire New Customers  Retain Existing Customers  Grow Business with Customers Innovation Processes  Identify New Opportunities  Select the R&D Portfolio  Design and Develop  Launch Regulatory & Social Processes  Environment  Safety & Health  Employment  Community Long-term Shareholder Value Expand Revenue Opportunities Enhance Customer Value Human Capital Information Capital Organization Capital Culture Leadership Alignment Teamwork Improve Cost Structure Increase Asset Utilization Customer value Proposition Product/Service Attributes Relationship Image FunctionalityPrice Selection BrandQuality Availability Service Partnership Source material: Strategy Map https://flevy.com/browse/flevypro/strategy-map-2488

64. 64This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Strategy Map – TEMPLATE ALTERNATE Financial Perspective Customer Perspective Internal Perspective  Supply  Production  Distribution  Risk Management Operations Management Processes  Selection  Acquisition  Retention  Growth Customer Management Processes  Opportunity ID  R&D Portfolio  Design/Develop  Launch Innovation Processes  Environment  Safety & Health  Employment  Community Regulatory & Social Processes Productivity Strategy Growth Strategy Long-term Shareholder Value Expand Revenue Opportunities Enhance Customer value Improve Cost Structure Increase Asset utilization Customer value Proposition Product/Service Attributes Relationship Image FunctionalityPrice Selection BrandQuality Availability Service Partnership Learning & Growth Perspective Information Capital Human Capital Organization Capital Culture Leadership Alignment Teamwork

65. 65This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Strategy Map – TEMPLATE ALTERNATE Learning & Growth Perspective Information Capital Human Capital Organization Capital Culture Leadership Alignment Teamwork Financial Perspective Customer Perspective Internal Perspective Operations Management Processes Customer Management Processes Innovation Processes Regulatory & Social Processes Customer value Proposition Product/Service Attributes Relationship Image FunctionalityPrice Selection BrandQuality Availability Service Partnership Productivity Strategy Long-term Shareholder Value Growth Strategy Expand Revenue Opportunities Enhance Customer value Improve Cost Structure Increase Asset utilization

66. 66This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Strategy Palette – TEMPLATE Source material: Strategy Palette Primer https://flevy.com/browse/flevypro/strategy-palette-primer-2749 Renewal Adaptive Shaping Classical Visionary Malleability Unpredictability Harshness • 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, filler text

67. 67This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Strategy Palette – TEMPLATE ALTERNATE CLASSICAL I can predict it, but I can’t change it Be Big ADAPTIVE I can’t predict it and I can’t change it Be Fast VISIONARY I can predict it and I can change it Be First SHAPINGE I can’t predict it, but I can change it Be the orchestrator RENEWAL My resources are severely constrained Be Viable Source material: Strategy Palette Primer https://flevy.com/browse/flevypro/strategy-palette-primer-2749

68. 68This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Structure-Conduct-Performance Framework – TEMPLATE Source material: Structure-Conduct-Performance (SCP) https://flevy.com/browse/flevypro/structure-conduct-performance-scp-2732 External Conditions erformanceerformancetructuretructureS onductonductC P Feedback  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, 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, 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, filler text, filler text, filler text

69. 69This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Structure-Conduct-Performance Framework – TEMPLATE ALTERNATE  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, 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, 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, filler text, filler text, filler text EXTERNAL CONDITIONS STRUCTURE CONDUCT PERFORMANCE Source material: Structure-Conduct-Performance (SCP) https://flevy.com/browse/flevypro/structure-conduct-performance-scp-2732

70. 70This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Transformation Trajectories – TEMPLATE Source material: Two Phases of Business Transformation https://flevy.com/browse/flevypro/two-phases-of-business-transformation-2744 New Strategy, Vision, or Business Model PHASE 1 PHASE 2 Trigger Operational Turnaround Adaptive Innovation TSR Time 1 2

71. 71This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Value Differentiation (Value-Differentiation Matrix) – TEMPLATE Source material: Customer Value Proposition http://flevy.com/browse/flevypro/customer-value-proposition-2369 VALUE TO THE CUSTOMER High Low Low HighDIFFERENTIATION Does this truly fulfill the customer’s needs? How unique is it from what our competitors offers? TABLE STAKES Features that are important to customer, but are provided by all competitors at a similar level. GAME CHANGERS NEUTRALS Features that are irrelevant to consumers. FOOL’S GOLD These are distinctive, but do not drive true value. These “nice-to-have” attributes alone will not meet the customer’s basic needs.

72. 72This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Value Differentiation – TEMPLATE POTENTIAL EFFECT High Low Low High CHANGE IMPACT GAME CHANGERS Existing offerings New offerings Game Changers ROI Source material: Customer Value Proposition http://flevy.com/browse/flevypro/customer-value-proposition-2369

73. 73This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Value Perception Gap Value Perception Gap SELLER Value Proposition CUSTOMER Value Perception Source material: Customer Value Proposition http://flevy.com/browse/flevypro/customer-value-proposition-2369

74. 74This document is an exclusive document available to FlevyPro members - http://flevy.com/pro This presentation was created by PPT Lab. PPT Lab is a PowerPoint design firm specializing in consulting-quality presentations. View our available presentations on Flevy here: https://flevy.com/seller/PPTLab

75. 75This document is an exclusive document available to FlevyPro members - http://flevy.com/pro 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

Strategy & Transformation PowerPoint Presentation Templates

You are reading a preview.

Check these out next

Strategy & Transformation PowerPoint Presentation Templates

More Related Content

More from Flevy.com Best Practices (20)

Recently uploaded (20)