Victor gerasimov 5 management models to develop your accounts

1. 5 M A N A G E M E N T M O D E L S
VIKTOR GERASYMOV
T O D E V E L O P Y O U R P R O J E C T / A C C O U N T

2. DEFINITION

3. DEFINITION
A MODEL MANAGEMENT MODEL
A simplified description, especially a mathematical one, of a system or
process, toassist calculationsand predictions.
O X F O R D D I C T I O N A R I E S
Something that represents another thing, either as a physical object that
is usually smaller than the real object, or as a simple description that can
be used in calculations.
C A M B R I D G E D I C T I O N A R Y
Management models are useful tools for problem solving, analysis
supporting and facilitating decision making and/or improving efficiency
and effectiveness of organizations and teams; in other words for
resolving common problems and challenges via valuable insights and
sound framework for makingappropriate choices.
G E R B E N V A N D E N B E R G & P A U L P I E T E R S M A
K E Y M A N A G E M E N T M O D E L S

4. Which models do you know/use in your
work?

5. #0: SWOT
THE BIG PICTURE WHEN TO USE
SWOT analysis is a framework used to evaluate a
company's competitive position by identifying its strengths,
weaknesses, opportunities and threats. Specifically, SWOT
analysis is a foundational assessment model that measures
what an organization can and cannot do, and its potential
opportunities and threats.
When an organization go through strategic planning the
SWOT analysis can be used as an instrument for devising
and selecting strategy providing helpful information for
matching resources and capabilities to the competitive
environment in which the organization operates.
I N V E S T O P E D I A

6. Strengths
Smth. a company does well.
Qualitiesthat separate you from
competitors.
Great internal
resources/knowledge/expertise.
Tangible assets, IP, technology, patents,
etc.
Weaknesses
Smth. a company lacksor doesn’t do
well (knowledge, expertise, etc.)
Smth. your competitors are better at.
Resource limitations (people, funding,
etc.)
Opportunities
Few competitors in your field.
Emerging need in your products or
services.
Emerging technologies (e.g. AI).
New markets
Demographic changes.
Threats
Emerging competitors or alternative
source of results or substituting
technology (e.g. AI).
Changes in regulatory.
Political situation.
Social and culturalchanges.
S W O T
#0: SWOT

7. #0: SWOT
STRENGTH WEAKNESSES
OPPORTUNITIES THREATS
EXTERNALINTERNAL
HELPFUL HARMFUL
ACTIONS/STRATEGIES
A company should do what it is good at at when the opportunity arises – the ideal mix.
S O
A company should avoidbusinesses for which it doesn’t have the competencies – worst
mix.
W T
• Develop the required skill.
• Buy the required strength.
• Outmaneuver.
W O
Use strength to avoid threats, though know the merit of adapting the company in order to
change the threat into an opportunity.S T

8. #1: McKINSEY 7S
THE BIG PICTURE WHEN TO USE
McKinsey 7s model is a tool (or a diagnostic model) that analyzes firm’s
organizational design by looking at 7 key internal elements: strategy,
structure, systems, shared values, style, staff and skills, in order to
identify if they are effectively aligned and allow organization to achieve
its objectives.
The model can be applied to many situations and is a valuable tool
when organizational design is at question. The most common uses of
theframework are:
• To facilitate organizationalchange.
• To helpimplementnewstrategy (identifywherethe gaps are).
• To identifyhow each area may changein future.
• To facilitate themerger of organizations.

9. Refers to the capabilities of the workforce and the
organization as the whole.
Refers to organization ‘s objectives and choices that are
made to achievethem.
The core values of the company that are evidenced in the
corporate culture and the general work ethic.
Refers to the people in organization: what type and how many employees it will
need, how they will be recruited, trained, etc.
Refers to the unwritten yet tangible evidence on how
management really sets priorities and manages the
organization
The processes and procedures that the
organization employs.
Refers to the organization structure, hierarchy and coordination.
#1: McKINSEY 7S
SHARED
VALUES
STRUCTU
RE
SYSTEMS
STYLE
STAFF
SKILLS
STRATEGY

10. Staff:
• What positions or specializations are represented within the team?
• What positions need to be filled?
• Are there gaps in required competencies?
Shared Values:
• What are the core values?
• What is the corporate/team culture?
• How strong are the values?
• What are the fundamental valuesthat the company/team was built on?
Style:
• How participative is the management/leadership style?
• How effective is that leadership?
• Do employees/team members tend to be competitive or
cooperative?
Skills:
• What are the strongest skillsrepresented within the
company/team?
• Are there any skillsgaps?
• What is the company/team known for doing well?
• Do the current employees/team members have the ability
to do the job?
SHARED
VALUES
STRUCTU
RE
SYSTEMS
STYLE
STAFF
SKILLS
STRATEGY
#1: McKINSEY 7S

11. Strategy:
• What is our strategy?
• How do we intend to achieve our objectives?
• How do we deal with competitive pressure?
• How are changes in customer demands dealt with?
Systems:
• What are the main systems that run the organization?
Consider financialand HR systems as well as
communications and document storage.
• What internal rules and processes does the team use to
keep on track?
Structure:
• How is the company/team divided?
• What is the hierarchy?
• How do the various departments coordinate activities?
• How do the team members organize and alignthemselves?
• Is decision making and controlling centralized or decentralized? Is this asit should be, given what we're
doing?
• Where are the lines of communication?
#1: McKINSEY 7S
SHARED
STRUCTU
RE
SYSTEMSSTRATEGY

12. EXAMPLE

13. #2: THEORY OF CONSTRAINTS
THE BIG PICTURE CORE CONCEPT
The Theory of Constraints is a methodology for identifying the most
important limiting factor (i.e. constraint) that stands in the way of
achieving a goal and then systematically improving that constraint until
it is no longer the limiting factor. In manufacturing, the constraint is
oftenreferred toas a bottleneck.
The core concept of the Theory of Constraints is that every process has a
single constraint and that total process throughput can only be
improved when the constraint is improved. A very important corollary
to this is that spending time optimizing non-constraints will not provide
significant benefits; only improvements to the constraint will further the
goal.

14. Identify the current constraint (the single part of the process that limits the
rate at which the goal is achieved).
Make quick improvements to the
throughput of the constraint using existing
resources (i.e. make the most of what you
have).
Review allother activitiesin the process to ensure that they
are aligned with and truly support the needs of the
constraint.
This step is a reminder to never become complacent –
aggressively improve the current constraint and then
immediately move on to the next constraint.
If the constraint still existsconsider what further actions can
be taken to eliminate it from being the constraint. Normally,
actions are continued at this step until the constraint has
been “broken” (until it hasmoved somewhere else).
#2: THEORY OF CONSTRAINTS
IDENTIFYTHE
CONSTRAINT
EXPLOIT THE
CONSTRAINT
SUBORDINATETO THE
CONSTRAINT
ELEVATECONSTRAINT
REPEATTHE PROCESS

15. #3: KOTTER’S 8
WHAT IS THE JOTTER’S 8? CORE CONCEPT
Kotter’s eight phases of change is a systematic approach to achieving
successful, sustainable change by breaking down the change process
into eight steps. This is a tool for leading the process of change, enabling
people to bring about lasting changes within their organizations, and
avoiding fatalmistakes.
In today’s dynamic business world, the ability to lead change has
become an important requirement for creating and maintaining success
in allorganizations.

16. #3: KOTTER’S 8
• Identify and discuss (potential) threats.
• Make sure the relevant people feel a sense of urgency and that they are convinced working as usual is no longer an option.
CREATING A CLIMATE
FOR CHANGE
ENGAGING
AND ENABLING
THE WHOLE TEAM
ORORGANIZATION
IMPLEMENTING
AND SUSTAINING THE CHANGE
• Make the change permanent and prevent things from going backto the way they were.
• Include the change ideals and values when hiring/training.
• Maintain the momentum - Don’t let it up!
• Consolidate accomplished gains, using them as stepping stones.
• Hire, promote and develop successful changers.
• Create and declare the wins.
• Create many short term targets instead of one long-term goal.
• Visibly recognizeand reward those who made the wins possible.
• Get rid of obstacles.
• Changestructures, systems and processes that obstruct the changeeffort.
• Reward people for endorsing change and supporting the process.
• Use every possible way to communicate the new vision and strategies.
• Connect the vision with all crucial aspects (e.g.performance reviews, trainings, etc.)
• Let the guiding coalition members be role models for the rest of the team/organization.
• Create a vision to direct the change effort & Developstrategies to realize the vision.
• Ensure that the change leaders can describe the vision effectively and in a manner that people can understand and follow.
• Form a powerful and influential group to lead the change.Align them to work as a team.
• Make sure these people possess the credibility, skills, connections, reputations and formal authority to providechange leadership.
CREATE A SENSE OF URGENCY
BUILD A GUIDING COALITION
DEVELOP A CLEAR VISION
SHARE THE VISION
ENABLE ACTION/ REMOVE
OBSTACLES
SECURE SHORT-TERM
WINS
BUILD ON THE CHANGE
ANCHOR THE CHANGES

17. #4: CULTURAL ONION
WHAT IS THE CO? CORE CONCEPT
It is made of 3 layers around a core. The core stands for the values of a
certain culture, which is not moving a lot. It mostly remains the same.
Even if something seems to be outdated, it still can subconsciously play
a role in thepresent. That includesindividuals as wellas groups.
Culture is not something you can measure. It is mostly invisible, but
these invisible values guide behavior and social interactions. However,
likean onion, you can “peel”cultureand strip down its layers.

18. #4: CULTURAL ONION
PRACTICE
Symbols are any kind of pictures, objects, gestures, orwords which carrya particular meaning only recognizedbythe
members of one culture.
To the category of symbols belong: words, idioms, jargon, accent; flags, status symbols; brand names, clothes, hair style,
colors,pins.
SYMBOLS
Heroes arerole models possessing characteristics that arehighly prizedin a culture. Almost anybody canfunction as a
hero:
• sport, music, ormovie stars;
• politicians and historical people;
• people from one’s ownfamily, etc.
Rituals are conventionalized behavior patterns that occurin particular situations. These are activities which are take place
on a regular basis in a particular course.
Rituals play also a significant role in language: small-talks, greetings, agreeingand disagreeing.
Values are“the core of culture”. Theyare taught in early childhood (for a team/organizations they aredefined on early
stages).Values can also beseen as priorities, things we like most and choose before others.
Personal values differ among the members of oneculture butare normally respected by all of them.
HEROES
RITUALS
VALUES
B Y G E E R T H O F S T E D E

19. #5: PAEI
WHAT IS THE PAEI? CORE CONCEPT
PAEI is an acronym that describes four management roles that any team
or organization needs to be successful.
Fundamental role of management for any team, department, company,
family, or even country, can bedefinedby justfour basic functions.
If an organization can develop these four roles, then it will be successful
over the short as well as the long term. The understanding of these
functions and how to develop them in an organization is therefore
essentialknowledgefor management.

20. Producer
The producer feels particularly responsible
for the finalproduct or service that is
delivered to the customer. In addition, he
is ultimately responsible for achieving the
objectives. Produces often work fast and
have a tendency to focus on the end-
result.
Administrator
An administrator focuses on how tasksare
completed and therefore keeps a close eye
on the work process. He has strong
analyticalskillsand astructured approach,
and he develops systems to work
efficiently and productively. Likes rules
and procedures.
Entrepreneur
The entrepreneur is very industrious and
full of ideas. Hasa sharp vision for the
future and is capable of takingcalculated
risks. They do not avoid unstructured
approaches to problem solving and
decision making. Hisstrategic insight
makes him well suited to distinguish
between opportunities and threats to the
organization.
Integrator
The integrator brings people together and
is the beating heart of a team or within an
organization. His focus is on the process
and not so much on the end-result. The
integrator’s goal is to solve problems and
he tends to work slowly and methodically
in order to focus on the process. He is
capable of creating harmony within a
group.
P A E I
#5: PAEI

21. #5: PAEI
INTERGRATOR ENTREPRENEUR
ADMINISTRATOR PRODUCER
FOCUS
SPEED
APPROACH
PERSPECTIVE
PROCESS RESULT
GLOBAL
LOCAL
SLOW FAST
UNSTRACTURED
STRUCTURES

22. #5: PAEI
E
PE
Trap of the
founder
PAE
PAeI
pAeI
AI
A

23. #5: PAEI
E
PE
PAE
PAeI

24. WHAT ELSE?
CORPORATESTRATEGY
• Ansoff’s matrix
• BCG matrix
• Blue Ocean
• Business Model Canvas
• Scenario planning
• Porter’s 5
INNOVATION
• Stage-Gate model
• Hype cycle
• Innovation circle
ORGANIZATION & GOVERNANCE
• Balanced Scorecard
• Benchmarking
• The Value Chain
MARKETING& SALES
• 4Ps of Marketing
• Customer journey mapping
HR & CHANGE MANAGEMENT
• Compensation model
• Six thinking hats
• Team Roles (Belbin)
• The Deming cycle (PDCA)
• HR Business role
AND MANY OTHERS…
• Six sigma
• Core Quadrants
• 5th discipline
• PEST (PESTLIED)
• Strategy clock

25. Viktor Gerasymov
skype: v.gerasimov
fb: /victor.gerasimov.3
No Management Model or group of models, can guarantee
that a manager or consultant will deal with an organization
problem objectively and to the best of his or her ability.