nullFrequently Used Template Frequently Used Template Conceptual CONFIDENTIALTemplate 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. This material was used by McKinsey & Company during an oral presentation; it is not a complete record of the discussion.2X2 CUBED2X2 CUBEDTextTextTextTextTextTextTextTextTextTextUnit of measure * Footnote
Source: Source2X2 TOWER2X2 TOWERUnit of measure * Footnote
Source: Source5PS MARKETING5PS MARKETINGPlacePriceProductPackagePositioning promotionProduct offeringUnit of measure * Footnote
Source: Source7S7SStrategySkillsSystemsStaffShared
valuesStructureStyleUnit of measure * Footnote
Source: SourceARROW 3DARROW 3DUnit of measure * Footnote
Source: SourceCUBES1 3DCUBES1 3DUnit of measure * Footnote
Source: SourceCUBES2 3DCUBES2 3DUnit of measure * Footnote
Source: SourceCUBES3 3DCUBES3 3DUnit of measure * Footnote
Source: SourceCUTOUT 3DCUTOUT 3DTextTextTextTextUnit of measure * Footnote
Source: SourceFORCES AT WORKFORCES AT WORKNew entrantSuppliersIndustry competitorsBuyersSubstitutesUnit of measure * Footnote
Source: SourceJOINTJOINTTextTextTextTextTextTextTextTextTextTextUnit of measure * Footnote
Source: SourceLEVEL SEPARATE 4LEVEL SEPARATE 4TextTextTextTextUnit of measure * Footnote
Source: SourceLINEAR A 3DLINEAR A 3DTextTextTextUnit of measure * Footnote
Source: SourceLINEAR B 3DLINEAR B 3DTextTextTextTextUnit of measure * Footnote
Source: SourceLINEAR C 3DLINEAR C 3DTextTextTextUnit of measure * Footnote
Source: SourceLINEAR D 3DLINEAR D 3DTextTextTextUnit of measure * Footnote
Source: SourceLINEAR E 3DLINEAR E 3DTextTextTextTextUnit of measure * Footnote
Source: SourceLINEAR G 3DLINEAR G 3DTextTextTextUnit of measure * Footnote
Source: SourceLINEAR I 3DLINEAR I 3DTextTextUnit of measure * Footnote
Source: SourceLINEAR J 3DLINEAR J 3DTextTextTextTextUnit of measure * Footnote
Source: SourceLINEAR N 3DLINEAR N 3DTextTextTextTextUnit of measure * Footnote
Source: SourceLINEAR P 3DLINEAR P 3DTextTextTextUnit of measure * Footnote
Source: SourceLINEAR Q 3DLINEAR Q 3DTextTextUnit of measure * Footnote
Source: SourceLINEAR Q 3DLINEAR Q 3DTextTextUnit of measure * Footnote
Source: SourceLINKS 3LINKS 3PlanImplementSupportUnit of measure * Footnote
Source: SourcePERSPECTIVE 3DPERSPECTIVE 3DUnit of measure * Footnote
Source: SourcePROPELLER 3DPROPELLER 3DTextTextTextUnit of measure * Footnote
Source: SourceRINGS 3DRINGS 3DUnit of measure * Footnote
Source: SourceSCALESCALETextTextUnit of measure * Footnote
Source: SourceSCALESSCALESTextTextUnit of measure * Footnote
Source: SourceSIZES INSIZES INTextTextTextTextTextTextUnit of measure * Footnote
Source: SourceSPIRAL1 3DSPIRAL1 3DUnit of measure * Footnote
Source: SourceSPIRAL2 3DSPIRAL2 3DSpiralBrakesTube in tubeUnit of measure * Footnote
Source: SourceSPOTLIGHTSPOTLIGHTTextTextTextTextUnit of measure * Footnote
Source: SourceSTAIRCASESTAIRCASETextTextTextTextTextTextUnit of measure * Footnote
Source: SourceSTARS 3DSTARS 3DUnit of measure * Footnote
Source: SourceWIRE CUBESWIRE CUBESTextTextUnit of measure * Footnote
Source: SourceARROWSARROWSTextTextTextTextTextTextTextUnit of measure * Footnote
Source: SourceLEVEL 1LEVEL 1TextUnit of measure * Footnote
Source: SourceLEVEL 2LEVEL 2TextTextUnit of measure * Footnote
Source: SourceLEVEL 3LEVEL 3TextTextTextUnit of measure * Footnote
Source: SourceLEVEL 4LEVEL 4TextTextTextTextUnit of measure * Footnote
Source: SourceLEVEL 5LEVEL 5TextTextTextTextTextUnit of measure * Footnote
Source: SourceLEVEL 6LEVEL 6TextTextTextTextTextTextUnit of measure * Footnote
Source: SourceFLOW 2FLOW 2TextTextUnit of measure * Footnote
Source: SourceFLOW 2 TITLEFLOW 2 TITLETextTextTextUnit of measure * Footnote
Source: SourceFLOW 3FLOW 3TextTextTextUnit of measure * Footnote
Source: SourceFLOW 3 TITLEFLOW 3 TITLETextTextTextTextUnit of measure * Footnote
Source: SourceFLOW 4FLOW 4TextTextTextTextUnit of measure * Footnote
Source: SourceFLOW 4 TITLEFLOW 4 TITLETextTextTextTextTextUnit of measure * Footnote
Source: SourceFLOW 5FLOW 5TextTextTextTextTextUnit of measure * Footnote
Source: SourceFLOW 5 TITLEFLOW 5 TITLETextTextTextTextTextTextUnit of measure * Footnote
Source: SourceFLOW 6FLOW 6TextTextTextTextTextTextUnit of measure * Footnote
Source: SourceFLOW 6 TITLEFLOW 6 TITLETextTextTextTextTextTextTextUnit of measure * Footnote
Source: SourceBLADESBLADESTextTextTextTextUnit of measure * Footnote
Source: SourceBOXBOXTextTextTextTextUnit of measure * Footnote
Source: SourceBOXBOXTextTextTextTextUnit of measure * Footnote
Source: SourceCYCLE 1CYCLE 1TextTextTextUnit of measure * Footnote
Source: SourceCYCLE 2CYCLE 2TextTextUnit of measure * Footnote
Source: SourceCYCLE 3CYCLE 3TextTextTextUnit of measure * Footnote
Source: SourceCYCLE 4CYCLE 4TextTextTextTextUnit of measure * Footnote
Source: SourceCYCLE 5CYCLE 5TextTextTextTextTextUnit of measure * Footnote
Source: SourceCYCLE 6CYCLE 6TextTextTextTextTextTextUnit of measure * Footnote
Source: SourceCYCLE 7CYCLE 7TextTextTextTextTextTextTextUnit of measure * Footnote
Source: SourceCYCLE 8CYCLE 8TextTextTextTextTextTextTextTextUnit of measure * Footnote
Source: SourceINCOMINGINCOMINGTextTextTextTextTextTextUnit of measure * Footnote
Source: SourceRIBBONRIBBONTextTextTextTextTextUnit of measure * Footnote
Source: SourceRINGRINGTextTextTextTextTextUnit of measure * Footnote
Source: SourceUPON 2UPON 2TextTextUnit of measure * Footnote
Source: SourceCONTINUOUSCONTINUOUSTextTextTextTextTextTextTextTextUnit of measure * Footnote
Source: SourceCUTOUTCUTOUTTextTextTextTextUnit of measure * Footnote
Source: SourceLINEAR ALINEAR ATextTextTextUnit of measure * Footnote
Source: SourceLINEAR BLINEAR BTextTextTextTextUnit of measure * Footnote
Source: SourceLINEAR CLINEAR CTextTextTextUnit of measure * Footnote
Source: SourceLINEAR DLINEAR DTextTextTextUnit of measure * Footnote
Source: SourceLINEAR ELINEAR ETextTextTextTextUnit of measure * Footnote
Source: SourceLINEAR FLINEAR FTextTextTextUnit of measure * Footnote
Source: SourceLINEAR GLINEAR GTextTextTextUnit of measure * Footnote
Source: SourceLINEAR HLINEAR HTextTextTextTextUnit of measure * Footnote
Source: SourceLINEAR ILINEAR ITextTextUnit of measure * Footnote
Source: SourceLINEAR JLINEAR JTextTextTextTextUnit of measure * Footnote
Source: SourceLINEAR KLINEAR KTextTextTextTextTextTextUnit of measure * Footnote
Source: SourceLINEAR NLINEAR NTextTextTextTextUnit of measure * Footnote
Source: SourceLINEAR PLINEAR PTextTextTextUnit of measure * Footnote
Source: SourceLINEAR QLINEAR QTextTextUnit of measure * Footnote
Source: SourcePROPELLERPROPELLERTextTextTextUnit of measure * Footnote
Source: SourceSTEP 5STEP 5TextTextTextTextTextUnit of measure * Footnote
Source: Source2 ON 12 ON 1TextTextTextTextUnit of measure * Footnote
Source: SourceAGAINSTAGAINSTTextTextTextTextTextTextUnit of measure * Footnote
Source: SourceAT WORKAT WORKTextTextTextTextTextUnit of measure * Footnote
Source: SourceCOUPLED HORIZCOUPLED HORIZTextTextUnit of measure * Footnote
Source: SourceCOUPLED VERTCOUPLED VERTTextTextUnit of measure * Footnote
Source: SourceFOCUSEDFOCUSEDTextTextTextTextUnit of measure * Footnote
Source: SourceFORCES AT WORKFORCES AT WORKNew entrantSuppliersIndustry
competitorsBuyersSubstitutesUnit of measure * Footnote
Source: SourcePARALLELPARALLELTextTextTextUnit of measure * Footnote
Source: SourceSPLITSPLITTextTextTextTextUnit of measure * Footnote
Source: SourceSURROUNDSURROUNDTextUnit of measure * Footnote
Source: SourceTWISTEDTWISTEDTextTextUnit of measure * Footnote
Source: SourceUP & AWAYUP & AWAYTextTextUnit of measure * Footnote
Source: SourceUP & DOWNUP & DOWNTextTextUnit of measure * Footnote
Source: Source2S-5S2S-5SThe way managers
collectively behave with respect to use
of time, attention,
and symbolic actions The people in the organization, considered
in terms of corporate demographics, not individual personalitiesThe organization chart and accompanying baggage that show who reports to whom and how tasks are
both divided up and integrated Those ideas of what
is right and desirable
(in corporate and/or individual behavior)
which are typical of the organization and common to most of its members The processes and procedures through which things get done
from day to day A coherent set
of actions aimed
at gaining a
sustainable
advantage
over competition Capabilities
possessed by
the organization
as a whole as
distinct from the
individuals.
Some companies perform extraordinary
feats with
ordinary peopleStaffSystemsStyleShared
ValuesStructureSkillsStrategyUnit of measure * Footnote
Source: Source3CS TRIANGLE3CS TRIANGLECustomerClientsDistributorsCompetitorsSuppliersUnit of measure * Footnote
Source: Source3S-4S3S-4SSkillsShared
valuesStrategyStaffStructureSystemsStyleA coherent set of
actions aimed at gaining a sustainable advantage
over competition The organization chart and
accompanying baggage that show
who reports to whom and how tasks are both divided up and integrated The people in
the organization,
considered in
terms of corporate
demographics, not
individual personalities The way managers collectively behave with respect to use of time, attention and symbolic actions The processes and procedures
through which things get done
from day-to-dayThose ideas of what is right
and desirable (in corporate
and/or individual behavior)
which are typical of the
organization and common
to most of its members Capabilities
possessed by
the organization
as a whole as
distinct from
the individuals.
Some companies
perform extraordinary
feats with ordinary peopleUnit of measure * Footnote
Source: Source7S7SStyleStructureStaffStrategySystemsSkillsShared
valuesThe way managers collectively behave with respect to use of time,
attention and symbolic actionsCapabilities possessed by the organization as a whole as distinct from the individuals. 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 the
organization and common
to most of its membersThe processes and and procedures through which things get done
from day-to-dayThe organization chart and accompanying baggage that show
who reports to whom
and how tasks are both divided up and integratedThe people in the
organization, considered in terms of corporate demographics, not
individual personalitiesA coherent set of actions aimed at gaining a sustainable advantage over competitionUnit of measure * Footnote
Source: SourceBUSS PORTFOLIOBUSS PORTFOLIOCompetitive positionLowMediumHighProduct/market attractivenessLowMediumHighUnit of measure * Footnote
Source: SourceCHANGE BOARDCHANGE BOARDChange visionChief ExecutiveLeadership groupsDown the lineExternal constitutionUnit of measure * Footnote
Source: SourceDELTA PDELTA P Delta P Vision and
LeadershipOrganizational
InfrastructurePerformance
MeasurementPeople
DevelopmentCommunicationsProblem
Solving
ProcessClient managers (particularly middle management) have skill to lead program implementation
Change in actual behaviorAction plans sufficient to achieve goals
Agreement on objectives by line management
Management of high- involvement processImplementation or near implementation of required structure and systemsFlow of 2-way communications
People’s understanding, belief and contribution to act on vision and action plansAccurate measurement of action and results
Clear accountabilities
Early winsVisible demonstration of new vision and values by client leadershipUnit of measure * Footnote
Source: SourceMACSMACSNatural owner Relative ability to extract value Low Medium Value-creation potential in business unit High Corporate center skills
Business unit linkages
Taxation/ valuation differences Industry attractiveness
Competitive position
Restructuring/rationalization opportunities“One of the pack” Retain and
give top
priorityRetain and
give priorityRetain and
manage for
code or
liquidate
Probably divest
DivestDivest or
liquidate
Unit of measure * Footnote
Source: SourceMANUFACTURING STRATEGYMANUFACTURING STRATEGYBusiness StrategyManufacturing StrategyConfigurationSystemsResearch
FocusLabor
PolicyProduct
DesignMake
vs.
BuyOrganizationProcess
DesignUnit of measure * Footnote
Source: SourcePENTAGONPENTAGONRestructuring framework 1 5 4 3 2 Unit of measure * Footnote
Source: SourcePRICE BENEFITPRICE BENEFITBenefit Price Competitive disadvantage Competitive advantage Unit of measure * Footnote
Source: SourceSMILE CHARTSMILE CHARTAppraise performance
and prospects Develop
strategy Redesign
pivotal jobs Design the skill
building process Assess change
readiness Top down
action programs Bottom up action programs 1 2 4 5 6 7 8 3 Unit of measure * Footnote
Source: SourceSTRAT GAMEBOARDSTRAT GAMEBOARD3.Create and
pursue a unique
advantage 2.Resegment the market to create a niche4.Exploit unique
advantage
industrywide
1.Do more and
better of the
sameWhen to
compete Unit of measure * Footnote
Source: SourceSTRAT MANAGESTRAT MANAGEStage 1 Stage 2 Stage 3 Stage 4 Value system Strategic manage-
mentExternally orientated planningForecast based planningBudget planningMeet budget and schedulePredict the futureThink strategicallyCreate the futureUnit of measure * Footnote
Source: SourceTREE PRODUCTIVITYTREE PRODUCTIVITYSelling margin
Contribution
SalesSelling rate
Sales
Available selling time Effectiveness
Contribution Available selling time Productivity
Contribution
Total selling costsEfficiency
Available selling time
Total selling costsUtilization
Available selling time
Total sales time Support intensity
Support costs
Total selling costsSupport leverage
Total sales time
Support costsUnit of measure * Footnote
Source: SourceVALUE CREATIONVALUE CREATIONMaximize
shareholder
valueGrow
through
cultural
initiativeRedeploy
assetsImprove core
business
performanceGrow through
acquisition
and/or mergerAdopt sound
financing
approachUnit of measure * Footnote
Source: SourceVALUE SOURCESVALUE SOURCESReal Perceived Client’s 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 techniqueUnit of measure * Footnote
Source: SourceGANTT10GANTT10<##><##><##><##><##><##><##><##><##><##><##>HeaderTextUnit of measure * Footnote
Source: SourceGANTT15GANTT15HeaderText################################Unit of measure * Footnote
Source: SourceVENN 2VENN 2TextTextUnit of measure * Footnote
Source: SourceVENN 3VENN 3TextTextTextUnit of measure * Footnote
Source: SourceFrequently Used Template Frequently Used Template Data DrivenCONFIDENTIALTemplate 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. This material was used by McKinsey & Company during an oral presentation; it is not a complete record of the discussion.AREAAREALabel 1Label 2Label 3Unit of measure * Footnote
Source: SourceBARBARLabel 1Label 2Label 3Label 4Label 5Unit of measure * Footnote
Source: SourceBAR 2BAR 2Label 1Label 2Label 3Label 4Label 5Label 1Label 2Label 3Label 4Label 5Title
Unit of measureTitle
Unit of measureUnit of measure * Footnote
Source: SourceBAR BUTTEDBAR BUTTEDLabel 1Label 2Label 3Label 4Label 5Unit of measure * Footnote
Source: SourceBAR STACKEDBAR STACKEDLabel 1Label 2Label 3Label 4Label 5000000000000000SeriesSeriesSeriesUnit of measure * Footnote
Source: SourceBAR STACKED 100%BAR STACKED 100%Label 1Label 2Label 3Label 4Label 5000000000000000100%=SeriesSeriesSeriesUnit of measure * Footnote
Source: SourceBUBBLEBUBBLETitle
Unit of measureTitle
Unit of measureLabel 1Label 2Label 3Label 4Label 5Label 6Unit of measure * Footnote
Source: SourceCOLUMNCOLUMNLabel 1Label 2Label 3Label 4Label 5Unit of measure * Footnote
Source: SourceCOLUMN 2COLUMN 2Label 1Label 2 Label 3Label 4Label 5Label 1Label 2Label 3Label 4Label 5Title
Unit of measureTitle
Unit of measureUnit of measure * Footnote
Source: SourceCOLUMN BUTTEDCOLUMN BUTTEDLabel 1Label 2Label 3Label 4Label 5Unit of measure * Footnote
Source: SourceCOLUMN STACKEDCOLUMN STACKEDLabel 1Label 2Label 3Label 4Label 5 SeriesSeriesSeriesSeries000000000000000Unit of measure * Footnote
Source: SourceCOLUMN STACKED 100%COLUMN STACKED 100%Label 1Label 2Label 3Label 4Label 5SeriesSeriesSeriesSeries100%=000000000000000Unit of measure * Footnote
Source: SourceCOMBO PIE SEGMENT COLUMNCOMBO PIE SEGMENT COLUMNTitle
Unit of measureLabel 1Label 2Label 3Label 4Label 5Title
Unit of measure100% =000SeriesSeriesSeriesSeriesLabel 1Unit of measure * Footnote
Source: SourceCOST CURVECOST CURVETitle
Unit of measureTitle
Unit of measureLabel 1Label 2Label 3Label 4Label 5Unit of measure * Footnote
Source: SourceDUAL COLUMN LINEDUAL COLUMN LINETitle
Unit of measureTitle
Unit of measureUnit of measure * Footnote
Source: SourceDUAL LINEDUAL LINETitle
Unit of measureTitle
Unit of measureUnit of measure * Footnote
Source: SourceLINELINELabel 1Label 2Label 3Label 4Unit of measure * Footnote
Source: SourcePIEPIELabel 1Label 2Label 3Label 4Label 5Unit of measure * Footnote
Source: SourcePIE 2PIE 2Title
Unit of measureLabel 1Label 2Label 3Label 4Label 5Title
Unit of measureLabel 1Label 2Label 3Label 4Label 5Unit of measure * Footnote
Source: SourceRANGE HIGH LOWRANGE HIGH LOWUnit of measure * Footnote
Source: SourceSCATTER X & YSCATTER X & YUnit of measure * Footnote
Source: SourceWATERFALL BARWATERFALL BARLabel 1Label 2Label 3Label 4Label 5Unit of measure * Footnote
Source: SourceWATERFALL COLUMNWATERFALL COLUMNLabel 1Label 2Label 3Label 4Label 5Unit of measure * Footnote
Source: SourceFrequently Used Template Frequently Used Template Named ObjectsCONFIDENTIALTemplate 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. This material was used by McKinsey & Company during an oral presentation; it is not a complete record of the discussion.ARROWSARROWSUnit of measure * Footnote
Source: SourceDISCLAIMERS CLIENTDISCLAIMERS CLIENTThis 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.Unit of measure * Footnote
Source: SourceDISCLAIMERS INTERNALDISCLAIMERS INTERNALThis report contains information that is confidential and proprietary to McKinsey & Company and is solely for the use of McKinsey & Company personnel. No part of it may be used, circulated, quoted, or reproduced for distribution outside McKinsey & Company. If you are not the intended recipient of this report, you are hereby notified that the use, circulation, quoting, or reproducing of this report is strictly prohibited and may be unlawful.Unit of measure * Footnote
Source: SourceDISCLAIMERS PRESENTATIONDISCLAIMERS PRESENTATIONThis 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. This material was used by McKinsey & Company during an oral presentation; it is not a complete record of the discussion.Unit of measure * Footnote
Source: SourceLEGENDSLEGENDSUnit of measure * Footnote
Source: SourceMCKINSEY LOGOMCKINSEY LOGOUnit of measure * Footnote
Source: So