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Key Management Models by Operational Excellence Consulting

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This presentation is a compilation of PowerPoint descriptions and diagrams used to convey 30 different key management frameworks and models. (Please note that the materials are meant to be used to supplement your own business or classroom presentations. These slides may not be complete for instructional purposes.)

FRAMEWORKS/MODELS INCLUDE:

Strategy
1. Ansoff's Growth Matrix
2. Business Model Canvas
3. SWOT Analysis
4. Porter's Five Forces
5. PEST Analysis

Organization & Governance
6. Balanced Scorecard
7. The McKinsey 7S Framework
8. The Xerox Benchmarking Model
9. Porter's Value Chain

Finance
10. Activity-Based Costing
11. DuPont Analysis

Marketing & Sales
12. Kotler's 4Ps of Marketing
13. MABA Analysis
14. Customer Journey Mapping
15. Power/Interest Grid for Stakeholder Prioritization

Operations
16. Root Cause Analysis
17. House of Gemba
18. Lean Management Model (Toyota Production System)
19. Value Stream Mapping
20. Six Sigma

Innovation
21. Disruptive Innovation Model
22. Innovation Circle Model
23. Stage-Gate Model

Change Management
24. Kotter's Eight Phases of Change
25. Belbin's Team Roles
26. The Deming Cycle: Plan-Do-Check-Act

Leadership & Management
27. Hamel & Prahalad's Core Competences Model
28. Ofman's Core Quadrants
29. Hofstede's Cultural Dimensions
30. Covey's Seven Habits of Highly Effective People

To download this complete presentation, visit: http://www.oeconsulting.com.sg

Published in: Business

Key Management Models by Operational Excellence Consulting

  1. 1. © Operational Excellence Consulting. All rights reserved. This presentation is a collection of PowerPoint diagrams and templates used to convey 30 different key management frameworks and models. Key Management Models Diagrams and Templates of Key Management Frameworks and Models
  2. 2. © Operational Excellence Consulting. All rights reserved. 2 Contents Strategy 1. Ansoff’s Growth Matrix 2. Business Model Canvas 3. SWOT Analysis 4. Porter’s Five Forces 5. PEST Analysis Organization & Governance 6. Balanced Scorecard 7. The McKinsey 7S Framework 8. The Xerox Benchmarking Model 9. Porter’s Value Chain Finance 10. Activity-Based Costing 11. DuPont Analysis Marketing & Sales 12. Kotler’s 4P’s of Marketing 13. MABA Analysis 14. Customer Journey Mapping 15. Power/Interest Grid for Stakeholder Prioritization Operations 16. Root Cause Analysis 17. House of Gemba 18. Lean Management Model (Toyota Production System) 19. Value Stream Mapping 20. Six Sigma Innovation 21. Disruptive Innovation Model 22. Innovation Circle Model 23. Stage-Gate Model Change Management 24. Kotter’s Eight Phases of Change 25. Belbin’s Team Roles 26. The Deming Cycle: Plan-Do-Check-Act Leadership & Management 27. Hamel & Prahalad’s Core Competences Model 28. Ofman’s Core Quadrants 29. Hofstede’s Cultural Dimensions 30. Covey’s Seven Habits of Highly Effective People NOTE: This is a PARTIAL PREVIEW. To download the complete presentation, please visit: http://www.oeconsulting.com.sg
  3. 3. © Operational Excellence Consulting. All rights reserved. 3 The Ansoff Growth Matrix offers a logical way of determining the scope and direction of a firm’s strategic development in the marketplace Ansoff’s Growth Matrix Source: Ansoff Product Development Market Penetration Market Development Diversification Product Market NewCurrent CurrentNew
  4. 4. © Operational Excellence Consulting. All rights reserved. 4 The Business Model Canvas is a visual tool for generating new business models and ideas for and new ways of doing business Business Model Canvas Source: www.businessmodelgeneration.com Customers Customer Relationships Key Activities Key Partners Costs Key Resources Channels Revenue Value Proposition
  5. 5. © Operational Excellence Consulting. All rights reserved. 5 The Business Model Canvas consists of nine generic building blocks Business Model Canvas Key Partners Key Activities Value Proposition Customer Relationships Customer Segments Key Resources Channels Cost Structure Revenue Streams What are our Key Partners? Who are our Key Suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? What do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? What type of relationships does each of our Customer Segment expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? For whom are we creating value? Who are our most important customers? What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones worked best? Which ones are most cost- efficient? How are we integrating them with customer routines? What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? Source: www.businessmodelgeneration.com
  6. 6. © Operational Excellence Consulting. All rights reserved. 6 SWOT analysis is a structured planning method used in business to evaluate the strengths, weaknesses, opportunities and threats Harmful to achieving the objective Helpful to achieving the objective External (attributesoftheenvironment) Internal (attributesoftheorganization) Strengths Analysis of the organic business Weaknesses Analysis of competitors Opportunities Threats Analysis of markets and trends Analysis of the business environment SWOT Analysis
  7. 7. © Operational Excellence Consulting. All rights reserved. 7 PEST Analysis looks at “big picture” factors that might influence a decision, a market, or a potential new business or project PEST Analysis  Government type  Government stability  Freedom of press, rule of law, bureaucracy and corruption  Regulation and de- regulation trends  Employment legislation  Likely political change  Impact of emerging technologies  Impact of internet and reduced communication costs  Research and development activity  Impact of technology transfer  Likely technological change Political Technological  Population growth / age profile  Health, education and social mobility  Employment patterns and attitudes to work  Press, public opinion, attitudes and taboos  Lifestyle choices  Likely socio- cultural change Social  Business cycle stage  Growth, inflation and interest rates  Unemployment, labor supply and labor costs  Disposable income and distribution  Globalization  Likely economic change Economic
  8. 8. © Operational Excellence Consulting. All rights reserved. 8 The Balanced Scorecard focuses the entire organization on financial and non-financial outcomes FINANCIAL BUSINESS PROCESSES Vision and Strategy To succeed financially, how should we appear to our shareholders? LEARNING & GROWTH CUSTOMERS To achieve our vision, how will we sustain our ability to change and improve? To achieve our vision, how should we appear to our customers? To satisfy our shareholders and customers, what business processes must we excel at? Source: Kaplan & Norton The Balanced Scorecard
  9. 9. © Operational Excellence Consulting. All rights reserved. 9 The McKinsey 7-S framework involves seven interdependent factors which are categorized as either “hard” or “soft” elements Source: McKinsey The McKinsey 7-S Framework Structure SystemsStyle Staff Skills Strategy Shared Values Soft Elements Hard Elements
  10. 10. © Operational Excellence Consulting. All rights reserved. 10 1. IDENTIFY WHAT IS TO BE BENCHMARKED 2. IDENTIFY COMPARATIVE COMPANIES 3. DETERMINE DATA COLLECTION METHOD AND COLLECT DATA 4. DETERMINE CURRENT PERFORMANCE “GAP” 5. PROJECT FUTURE PEROFMANCE LEVELS 6. COMMUNICATE BENCHMARK FINDINGS AND GAIN ACCEPTANCE 7. ESTABLISH FUNCTIONAL GOALS 8. DEVELOP ACTION PLANS 9. IMPLEMENT SPECIFIC ACTIONS AND MONITOR PROGRESS 10. RECALIBRATE BENCHMARKS  LEADERSHIP POSITION ATTAINED  PRACTICES FULLY INTEGRATED INTO PROCESSES Phase 1: PLANNING Phase 2: ANALYSIS Phase 3: INTEGRATION Phase 4: ACTION MATURITY The Xerox Benchmarking Model helps to identify best practices which can be adapted to improve business competitiveness Source: Robert C. Camp Xerox Benchmarking Model
  11. 11. © Operational Excellence Consulting. All rights reserved. 11 1. IDENTIFY WHAT IS TO BE BENCHMARKED 2. IDENTIFY COMPARATIVE COMPANIES 3. DETERMINE DATA COLLECTION METHOD AND COLLECT DATA 4. DETERMINE CURRENT PERFORMANCE “GAP” 5. PROJECT FUTURE PEROFMANCE LEVELS 6. COMMUNICATE BENCHMARK FINDINGS AND GAIN ACCEPTANCE 7. ESTABLISH FUNCTIONAL GOALS 8. DEVELOP ACTION PLANS 9. IMPLEMENT SPECIFIC ACTIONS AND MONITOR PROGRESS 10. RECALIBRATE BENCHMARKS  LEADERSHIP POSITION ATTAINED  PRACTICES FULLY INTEGRATED INTO PROCESSES Phase 1: PLANNING Phase 2: ANALYSIS Phase 3: INTEGRATION Phase 4: ACTION MATURITY Insert Header Source: Robert C. Camp Insert bumper – takeaway statement Xerox Benchmarking Model (TEMPLATE)
  12. 12. © Operational Excellence Consulting. All rights reserved. 12 Porter’s Value Chain enables a firm to gain insight into how to maximize value creation while minimizing costs Porter’s Value Chain SUPPORTACTIVITIESPRIMARYACTIVITIES Firm Infrastructure Procurement Human Resource Management Technology Development Inbound Logistics Operations Outbound Logistics Marketing & Sales Service Source: Michael Porter
  13. 13. © Operational Excellence Consulting. All rights reserved. 13 Activity-Based Costing (ABC) identifies opportunities for improving the effectiveness and efficiency of business processes by determining the ‘true’ cost of a product or service ABC Model RESOURCES By Department ACTIVITY COSTS By Department COSTS OBJECT COST Product, Customer, Channel, etc. Resource drivers Activity drivers Everything in the organization What is actually being done Products, services, customers, markets, channels, etc. (how much resources an activity requires) (how much an object utilizes an activity) Source: Kaplan & Cooper
  14. 14. © Operational Excellence Consulting. All rights reserved. 14 The DuPont analysis helps to determine the factors that most influence profitability DuPont Analysis $ Sales _ $ Cost of goods sold $ Variable expenses + $ Fixed expenses $ Inventory + $ Accounts receivable + $ Other current assets $ Gross margin _ $ Current assets + $ Fixed assets $ Total expenses _ $ Income taxes $ Sales + $ Total assets $ Net profit + $ Sales% Net profit margin Asset turnover Net profit Net sales Net sales Total assets x % Return on assets Net profit Total assets Financial leverage Total assets Net worth Return on net worth Net profit Net worth x= x= Source: Bodie
  15. 15. © Operational Excellence Consulting. All rights reserved. 15 The 4 Ps (or marketing mix) is a description of the strategic position of a product in the marketplace 4 Ps of Marketing Source: Kotler, P. and Keller, K.L. Do you actually produce what your customers want? How much are your customers willing to pay? Product Price Are your products available in the right quantities, in the right place, at the right time? Place How can you best inform/educate groups of customers about your organization and its products Promotion Marketing Mix
  16. 16. © Operational Excellence Consulting. All rights reserved. 16 The MABA analysis compares the relative market attractiveness (MA) of a business activity or product-market combination with business attractiveness (BA), as determined by the ability to operate in a specific product-market combination Source: Kotler, 2000 MABA Analysis Business attractiveness Marketattractiveness High MA, but low BA Least attractive Highly attractive High BA, but low MA Relative small, but attractive opportunity Medium sized, quite attractive market in which the company holds a 35% market share Large market, yet not a very attractive opportunity Average Note: By using a bubble instead of a dot, one may indicate the (relative) size of the market. Additionally or alternatively, a slice of the pie could indicate the market share of the company.
  17. 17. © Operational Excellence Consulting. All rights reserved. 17 Customer Actions Activity Phase Touchpoints Thinking Feeling Backend Processes Look at café surroundings Entrance / Posters Am I entering the right place? Walk around the cafe Café space Can I find seats? Queue at the counter to be served Counter / Price display How much does it costs? Payment process Seated at the table Seat Ah…  Clearing the tables Wait at the counter Counter How long do I have to wait? Brew the coffee + - Enter Starbucks Find Seat Buy Coffee Wait for Coffee Drink Coffee Customer Journey Mapping is a method of documenting and visualizing the experiences the customers have with your organization with the intention of improving these interactions Customer Journey Mapping – An Example
  18. 18. © Operational Excellence Consulting. All rights reserved. 18 The Power/Interest Grid for Stakeholder Prioritization is a useful tool for stakeholder analysis in the change management process The Power/Interest Grid Manage Closely Keep Satisfied Monitor (Minimum Effort) Keep Informed Interest Power HighLow Low High
  19. 19. © Operational Excellence Consulting. All rights reserved. 19 The four sources of variability in a system are used to understand root causes (Service) Source: Adapted from Kaoru Ishikawa Process Technology People Policy Output Causes Effect Root Cause Analysis (Service)
  20. 20. © Operational Excellence Consulting. All rights reserved. 20 The House of Gemba defines a management framework for achieving excellence in Quality, Cost and Delivery (QCD) Profit Management Cost Management Quality & Safety Management Logistics Management Worker’s Operations Equipment Products & Materials Standardization 5S Muda Elimination Morale Enhancement QC Circles Self-discipline Suggestions Teamwork Visual Management Information Source: Masaaki Imai
  21. 21. © Operational Excellence Consulting. All rights reserved. 21 Lean management framework provides a holistic approach to improving speed and quality Source: Adapted from Toyota Production System Lean Management Model (a.k.a. Toyota Production System) Stability Heijunka Standardized Work Kaizen Just-In-Time • Continuous flow • Takt time • Pull system • Flexible workforce Jidoka • Separate man & machine work • Abnormality Identification • Poka yoke Goals: highest quality, lowest cost, shortest lead times Involvement Stability Standardization Just-In-Time Jidoka Involvement 1 2 3 4 5 1 2 3 4 5
  22. 22. © Operational Excellence Consulting. All rights reserved. 22 • Creates an end-to-end view of the system • Demonstrates interaction between material/work and information flow • Provides a common visual language for understanding a complex system Supplier Management Control Customer Work & Information Flow Information flow Value stream mapping provides a holistic view of the end-to-end business process and highlights opportunities for improvement Value Stream Map
  23. 23. © Operational Excellence Consulting. All rights reserved. 23 Create Implementation Plan Design Future State Document Current State Define Product Family  Define and scope problem  Pick product family  Determine VSM objective and benefits  Create VSM charter  Map current state value stream  Quantify current state value stream performance  Analyze and identify improvement opportunities  Develop future state value stream map  Prioritize improvement projects  Develop implementation plan  Seek management approval  Implement the plan and monitor progress Value Stream Mapping Roadmap 1 2 3 4
  24. 24. © Operational Excellence Consulting. All rights reserved. 24 Six Sigma DMAIC is a data-driven improvement cycle used for improving, optimizing and stabilizing business processes Six Sigma DMAIC Roadmap Improve Measure Analyze Define Control Define the problem or opportunity Measure the current performance and capability Analyse to identify root causes Improve by implementing potential solutions Control by standardizing solution and monitoring performance Six Sigma DMAIC Model
  25. 25. © Operational Excellence Consulting. All rights reserved. 25 Disruptive Innovation is an innovation that leads to a product or service designed for a new set of customers Source: Christensen, Raynor & Mcdonald Disruptive Innovation Model Time PRODUCT PERFORMANCE Higher Lower
  26. 26. © Operational Excellence Consulting. All rights reserved. 26 The Innovation Circle is a model for analyzing and managing the life cycle of a new innovation Source: Krebbekx & de Wolf Innovation Circle Model Function Creation Process Market Introduction Order Realization Process Utilization Receive incentives Generate ideas Product Creation Process Service Realization Process Creation Implementation Capitalization
  27. 27. © Operational Excellence Consulting. All rights reserved. 27 The Stage-Gate Model takes the process of developing an idea from inception to launch and divides it into stages, separated by gates Stage-Gate Model Source: Cooper, Edgett & Kleinschmidt Gate 1 Gate 2 Gate 3 Gate 4 Gate 5 Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 Idea Initial screen Decision on business case Pre- commercialization business analysis Post development review Preliminary investigation Detailed investigation (build business case) Development Full production and market launch Testing and validation
  28. 28. © Operational Excellence Consulting. All rights reserved. 28 Kotter’s Eight Phases of Change Source: John Kotter Need for Change Change Behavior Change Direction Change Sustainability 1. Establish a Sense of Urgency 2. Form a Powerful Guiding Coalition 3. Create a Vision 4. Communicate the Vision 5. Empower Others to Act on the Vision 6. Plan for and Create Short Term Wins 7. Consolidate Improvements & Produce More Change 8. Institutionalize New Approaches Committed Leadership Kotter’s Eight Phases of Change
  29. 29. © Operational Excellence Consulting. All rights reserved. 29 Belbin’s Team Roles Model identifies nine team roles that underlie team success and can be used to develop its strengths and manage its weaknesses Belbin’s Team Roles Model Source: Dr Meredith Belbin Action Oriented Roles Shaper Challenges the team to improve Implementer Puts ideas into action Completer Finisher Ensures through, timely completion People Oriented Roles Coordinator Acts as a chairperson Team Worker Encourages cooperation Resource Investigator Explores outside opportunities Thought Oriented Roles Plant Presents new ideas and approaches Monitor-Evaluator Analyzes the options Specialist Provides specialized skills
  30. 30. © Operational Excellence Consulting. All rights reserved. 30 The Core Competences Model helps organizations to identify the key competences that contribute the most towards achieving strategic results Source: Adapted from Gary Hamel & C.K. Prahalad Current New Core Competences Businesses CurrentNew Fill in the blanks Premier plus 10 Mega opportunities White space Core Competences Model
  31. 31. © Operational Excellence Consulting. All rights reserved. 31 Long-term Orientation Masculinity/ Femininity Individualism/Co llectivism Uncertainty Avoidance Power Distance Cultural Differences Hofstede’s cultural dimensions can be used to develop an effective strategy to cooperate with people from various countries Source: G. Hofstede Hofstede’s Cultural Dimensions Model
  32. 32. © Operational Excellence Consulting. All rights reserved. 32 Covey’s Seven Habits is a powerful model for personal change and leading change Source: Stephen Covey Covey’s 7 Habits Model Interdependence Independence Dependence PUBLIC VICTORY PRIVATE VICTORY 1 Be Proactive 2 Begin with The End in Mind 3 Put First Things First Think Win-Win 4 Seek First to Understand, Then to Be Understood 5 Synergize 6
  33. 33. © Operational Excellence Consulting. All rights reserved. About Operational Excellence Consulting
  34. 34. © Operational Excellence Consulting. All rights reserved. 34 About Operational Excellence Consulting • Operational Excellence Consulting is a management training and consulting firm that assists organizations in improving business performance and effectiveness. • The firm’s mission is to create business value for organizations through innovative operational excellence management training and consulting solutions. • OEC takes a unique “beyond the tools” approach to enable clients develop internal capabilities and cultural transformation to achieve sustainable world-class excellence and competitive advantage. For more information, please visit www.oeconsulting.com.sg
  35. 35. © Operational Excellence Consulting. All rights reserved. To download this presentation, please visit us at: www.oeconsulting.com.sg END OF PARTIAL PREVIEW

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