9. COLUMN 2
Unit of measure
Title Title
Unit of measure Unit of measure
Label 1 Label 2 Label 3 Label 4 Label 5 Label 1 Label 2 Label 3 Label 4 Label 5
* Footnote
Source: Source
68. PRICE BENEFIT
Unit of measure
Benefit
Competitive
advantage
Competitive
disadvantage
Price
* Footnote
Source: Source
69. SMILE CHART
Unit of measure
Appraise performance Bottom up
and prospects action programs
1 8
Develop
strategy 2
3 7 Top down
action programs
4 6
Redesign Assess change
pivotal jobs 5 readiness
Design the skill
building process
* Footnote
Source: Source
70. GANTT10
Unit of measure
<##>
Header <##> <##> <##> <##> <##> <##> <##> <##> <##> <##>
Text
* Footnote
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71. GANTT15
Unit of measure
##
Header ## ## ## ## ## ## ## ## ## ## ## ## ## ## ##
Text
* Footnote
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72. LEFT TO RIGHT
Unit of measure
Text
Text
Text
Text
* Footnote
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73. STUDY OBJECTIVE
Unit of measure
Text
Sub-objectives
Text Text Text Text
Process objectives
Text
* Footnote
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76. 2X2
Unit of measure
Text Text
Text
Text
Text Text
Text
Text Text
Text
* Footnote
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77. 2X2 CUBED
Unit of measure
Text Text
Text
Text Text
Text
t
Tex
x t
Text Text Te
* Footnote
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78. 2X2 EXTENDED
Unit of measure
Text
Text Text
Text
Text
Text Text Text
Text
Text Text
Text
* Footnote
Source: Source
79. 2X2 TOWER
Unit of measure
t
Tex
t Tex
Te t
Tex xt Tex Text
t
* Footnote
Source: Source
80. 3X3
Unit of measure
Text Text Text
Text
Text Text Text
Text
Text
Text Text Text
Text
Text Text Text
Text
* Footnote
Source: Source
81. 3X3 EXTENDED
Unit of measure
Text
Text Text Text
Text
Text Text Text Text
Text
Text
Text Text Text
Text
Text
Text Text Text
Text
* Footnote
Source: Source
204. SIZES IN
Unit of measure
Text
Text
Text
Text
Text
Text
* Footnote
Source: Source
205. RANGE HIGH LOW
Unit of measure
250
200
150
100
50
0
1990 1991 1992 1993 1994 1995 1996 1997
* Footnote
Source: Source
206. 2S-5S
Unit of measure
The people in the
organization, considered
in terms of corporate
demographics, not individual
The processes and personalities
procedures through The way
which things get done managers
Staff collectively
A coherent set from day to day
behave with
of actions aimed Systems Style respect to use
at gaining a of time,
sustainable Strategy Skills attention,
advantage and symbolic
over competition Capabilities actions
Shared
possessed by Structure
the organization Values
as a whole as Those ideas of what
distinct from the is right and desirable
The organization chart
individuals. (in corporate and/or
and accompanying
Some companies individual behavior)
baggage that show
perform which are typical of the
who reports to whom
extraordinary organization and
and how tasks are
feats with common to most of its
both divided up and
ordinary people members
integrated
* Footnote
Source: Source
207. 3CS TRIANGLE
Unit of measure
Customer
Distributors
Clients Competitors
Suppliers
* Footnote
Source: Source
208. 3S-4S
Unit of measure
The organization chart and
accompanying baggage that show
who reports to whom and how
tasks are both divided up and
A coherent set of integrated
actions aimed at The people in
gaining a sustainable the organization,
advantage Structure considered in
Capabilities over competition terms of corporate
possessed by demographics, not
the organization individual personalities
as a whole as Strategy
distinct from
the individuals. Skills Staff Style
Some companies Shared
perform extraordinary values
feats with ordinary The way managers collectively
people behave with respect to use of
Those ideas of what is right time, attention and symbolic
and desirable (in corporate Systems
actions
and/or individual behavior)
which are typical of the The processes and procedures
organization and common through which things get done
to most of its members from day-to-day
* Footnote
Source: Source
209. 7S
Unit of measure
The way managers
collectively behave with Capabilities possessed by the
respect to use of time, organization as a whole as
attention and symbolic distinct from the individuals.
A coherent set of actions Some companies perform
actions aimed at extraordinary feats with
gaining a sustainable Style ordinary people
advantage over
competition Strategy Skills Those ideas of what is right
and desirable (in corporate
Shared and/or individual behavior)
values which are typical of the
organization and common
Staff Systems to most of its members
The people in the
organization, considered The processes and and
Structure
in terms of corporate procedures through
demographics, not which things get done
individual personalities The organization chart from day-to-day
and accompanying
baggage that show
who reports to whom
and how tasks are both
* Footnote divided up and integrated
Source: Source
210. BUSS PORTFOLIO
Unit of measure
High
Competitive position
Medium
Low
Low Medium High
Product/market attractiveness
* Footnote
Source: Source
211. CHANGE BOARD
Unit of measure
Commitment Capability
Change
vision Individual Enabling
Conviction Courage activity devices
Chief
Executive
Leadership
groups
Down the
line
External
constitution
* Footnote
Source: Source
212. DELTA P
Unit of measure
• Accurate measurement • Flow of 2-way communications
of action and results • People’s understanding, belief
• Clear accountabilities and contribution to act on vision
• Early wins and action plans
Visible demonstration • Implementation or
of new vision and near implementation
values by client of required structure
Performance and systems
leadership Communications
Measurement
Vision and Organizational
Leadership
Delta P Infrastructure
Problem
• Action plans sufficient to People
Solving
achieve goals Development • Client managers
Process
• Agreement on objectives (particularly middle
by line management management) have
• Management of high- skill to lead program
involvement process implementation
• Change in actual
behavior
* Footnote
Source: Source
213. MACS
Unit of measure
• Industry attractiveness
• Competitive position
• Restructuring/rationalization opportunities
Value-creation potential in business unit
High Medium Low
Relative ability to extract value
• Corporate Retain and Retain and Retain and
give top give priority manage for
Natural
center skills
owner
priority code or
• Business liquidate
unit linkages
Probably Divest Divest or
“One of the
• Taxation/ divest liquidate
pack”
valuation
differences
* Footnote
Source: Source
214. MANUFACTURING STRATEGY
Unit of measure
Business Strategy
Manufacturing Strategy
Configuration Research
Systems Focus
Organization Labor
Policy
Make
vs.
Process Buy
Product
Design Design
* Footnote
Source: Source
215. STRAT GAMEBOARD
Unit of measure
3.
Create and
pursue a unique
2. advantage 4.
Resegment the Exploit unique
market to create a advantage
niche 1. industrywide
When to
Do more and
compete
better of the
same
* Footnote
Source: Source
216. STRAT MANAGE
Unit of measure
Stage 4
Stage 3
Stage 2
Stage 1
Forecast Externally Strategic
Budget based orientated manage-
planning planning planning ment
Meet Predict the Think Create the
budget and future strategically future
schedule
Value system
* Footnote
Source: Source
217. TREE PRODUCTIVITY
Unit of measure
Selling margin
Contribution
Effectiveness Sales
Contribution
Available selling time Selling rate
Sales
Available selling time
Productivity
Contribution Utilization
Total selling costs Available selling time
Total sales time
Efficiency Support leverage
Available selling time Total sales time
Total selling costs Support costs
Support intensity
Support costs
* Footnote
Total selling costs
Source: Source
218. VALUE CREATION
Unit of measure
Improve core
Redeploy
business
assets
performance
Maximize
shareholder
value
Adopt sound Grow through
financing acquisition
approach and/or merger
Grow
through
cultural
initiative
* Footnote
Source: Source
220. PRICE BENEFIT
Unit of measure
Benefit
Competitive
advantage
Competitive
disadvantage
Price
* Footnote
Source: Source
221. STRAT GAMEBOARD
Unit of measure
3.
Create and
pursue a unique
2. advantage 4.
Resegment the Exploit unique
market to create a advantage
niche 1. industrywide
When to
Do more and
compete
better of the
same
* Footnote
Source: Source
222. STRAT MANAGE
Unit of measure
Stage 4
Stage 3
Stage 2
Stage 1
Forecast Externally Strategic
Budget based orientated manage-
planning planning planning ment
Meet Predict the Think Create the
budget and future strategically future
schedule
Value system
* Footnote
Source: Source
223. VALUE CREATION
Unit of measure
Improve core
Redeploy
business
assets
performance
Maximize
shareholder
value
Adopt sound Grow through
financing acquisition
approach and/or merger
Grow
through
cultural
initiative
* Footnote
Source: Source
224. VALUE SOURCES
Unit of measure
Industry restructure
Corporate
center skills Internal controller
Shared resources
Linkages
between Transfer of capability
business units Vertical integration
Client’s relative
ability to extract
value
Differences in tax position
Real
Existence of non-cases objectives
Financial
ownership fit Inefficiencies in financial markets
Perceived
Difference in valuation technique
* Footnote
Source: Source
