CONFIDENTIALFrequently Used Template Conceptual Template June 2002 This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey & Company. 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Some companies perform extraordinary feats with ordinary peopleThose ideas of what is right and desirable (in corporate and/or individual behavior)which are typical of theorganization and commonto most of its membersThe processes and and procedures through which things get donefrom day-to-dayThe organization chart and accompanying baggage that showwho reports to whom and how tasks are both divided up and integratedThe people in theorganization, considered in terms of corporate demographics, notindividual personalitiesA coherent set of actions aimed at gaining a sustainable advantage over competition7SUnit of measure* FootnoteSource: Source104Competitive positionLowMediumHighProduct/market attractivenessLowMediumHighBUSS PORTFOLIOUnit of measure* FootnoteSource: Source105Change visionChief ExecutiveLeadership groupsDown the lineExternal constitutionCommitmentConvictionCourageCapabilityIndividual activityEnabling devicesCHANGE BOARDUnit of measure* FootnoteSource: Source106 Delta Delta P P Vision andLeadershipOrganizationalInfrastructurePerformanceMeasurementPeopleDevelopmentCommunicationsProblem SolvingProcessClient managers (particularly middle management) haveskill to lead programimplementationChange in actual behaviorAction plans sufficient to achieve goalsAgreement on objectives by line managementManagement of high-involvement processImplementation ornear implementationof required structureand systemsFlow of 2-way communicationsPeoples understanding, belief and contribution to act on vision and action plansAccurate measurementof action and resultsClear accountabilitiesEarly winsVisible demonstrationof new vision andvalues by clientleadershipDELTA PUnit of measure* FootnoteSource: Source107Natural owner Relative ability to extract value Low Medium Value-creation potential in business unit High Corporatecenter skillsBusiness unit linkagesTaxation/valuationdifferences Industry attractivenessCompetitive positionRestructuring/rationalization opportunities“One of the pack” Retain andgive toppriorityRetain andgive priorityRetain andmanage forcode orliquidate Probablydivest DivestDivest orliquidate MACSUnit of measure* FootnoteSource: Source108Business StrategyManufacturing StrategyConfigurationSystemsResearchFocusLaborPolicyProductDesignMakevs.BuyOrganizationProcessDesignMANUFACTURING STRATEGYUnit of measure* FootnoteSource: Source109Restructuring framework 1 5 4 3 2 PENTAGONUnit of measure* FootnoteSource: Source110Benefit Price Competitivedisadvantage Competitiveadvantage PRICE BENEFITUnit of measure* FootnoteSource: Source111Appraise performanceand prospects Developstrategy Redesignpivotal jobs Design the skillbuilding process Assess changereadiness Top downaction programs Bottom up action programs 1 2 4 5 6 7 8 3 SMILE CHARTUnit of measure* FootnoteSource: Source1123.Create andpursue a uniqueadvantage 2.Resegment the market to create a niche4.Exploit uniqueadvantageindustrywide 1.Do more andbetter of thesameWhen tocompete STRAT GAMEBOARDUnit of measure* FootnoteSource: Source113Stage 1 Stage 2 Stage 3 Stage 4 Value system Strategic manage-mentExternally orientated planningForecast based planningBudget planningMeet budget and schedulePredict the futureThink strategicallyCreate the futureSTRAT MANAGEUnit of measure* FootnoteSource: Source114Selling margin ContributionSalesSelling rateSalesAvailable selling time EffectivenessContribution Available selling time Productivity ContributionTotal selling costsEfficiencyAvailable selling timeTotal selling costsUtilizationAvailable selling timeTotal sales time Support intensitySupport costsTotal selling costsSupport leverageTotal sales timeSupport costsTREE PRODUCTIVITYUnit of measure* FootnoteSource: Source115MaximizeshareholdervalueGrowthroughculturalinitiativeRedeployassetsImprove corebusinessperformanceGrow throughacquisitionand/or mergerAdopt soundfinancingapproachVALUE CREATIONUnit of measure* FootnoteSource: Source116Real Perceived Clients relative ability to extract valueCorporate center skillsLinkages between business unitsFinancial ownership fitIndustry restructureInternal controllerShared resourcesTransfer of capabilityVertical integrationDifferences in tax positionExistence of non-cases objectivesInefficiencies in financial marketsDifference in valuation techniqueVALUE SOURCESUnit of measure* FootnoteSource: Source117GANTT10HeaderTextUnit of measure* FootnoteSource: Source118GANTT15HeaderText#Unit of measure* FootnoteSource: Source119TextTextVENN 2Unit of measure* FootnoteSource: Source120TextTextTextVENN 3Unit of measure* FootnoteSource: Source121CONFIDENTIALFrequently Used Template Data DrivenTemplate June 2002 This report is solely for the use of client personnel. 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COMPLETEDONLY FOR DISCUSSIONWORK IN PROGRESSBACK UPREVISEDTENTATIVEHYPOTHESISILLUSTRATIVECONFIDENTIALVERY PRELIMINARYSTICKER AUTOMAKEREXAMPLEESTIMATEPROPOSEDCONCEPTUALPRELIMINARYROUGH ESTIMATETO BE COMPLETEDONLY FOR DISCUSSIONWORK IN PROGRESSBACK UPREVISEDTENTATIVEHYPOTHESISILLUSTRATIVECONFIDENTIALVERY PRELIMINARY301HighMediumLow302STICKER AND OTHERS TextTextText303MAPS 304APPENDIX305END OF DOC 306