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Strategy Definition Training & Templates
Strategy Definition Training & Templates
Strategy Definition Training & Templates
Strategy
Training & Tools
By Former Deloitte
Management
Consultants
2 www.slidebooks.com 2
Objectives of this document
Learn how to define your strategy with a
training and tools created by former Deloitte
Management Consultants
Save your time by using our fully editable
PowerPoint slides that you can reuse for your own
presentation
3 www.slidebooks.com 3
Table of content
How to define your companys strategy?
Top 8 key strategy tools
2
3
What is the concept of strategy?
1
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version at www.slidebooks.com
4 www.slidebooks.com 4
The concept of strategy has been defined by many authors
Strategy is about being different. It
means deliberately choosing a
different set of activities to deliver a
unique mix of value Michael
Porter
Strategy is about shaping the
future Max McKeown
'Strategy is a set of key choices
about customers, value-added,
differentiation and performance
defining the shape and identity of
the enterprise Michael Hammer
5 www.slidebooks.com 5
The concept of strategy generally involves 3 components
1.Setting goals
2.Defining a high level plan to
achieve these goals
3.Mobilizing resources to execute
the actions
6 www.slidebooks.com 6
that can be applied at 3 different levels within a company
Corporate
Business Unit
Market
In which businesses or industries should we invest?
In which markets should we compete with which products?
Which marketing mix should we choose?
Levels Key Questions
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The concept of strategy answers a set of questions
Where are we now?
What are our strengths
and weaknesses?
What are the key
opportunities and threats?
Strategy
Where do we want to go?
How do we want to get
there?
What is our high level plan of
actions?
8 www.slidebooks.com 8
Table of content
How to define your companys strategy?
Top 8 key strategy tools
2
3
What is the concept of strategy?
1
9 www.slidebooks.com 9
The best way to define your strategy is to follow a 4 phase methodology:
Evaluate
situation
Conduct
analysis
Formulate
strategy
Create
strategic
plan
System
O O O
Shared
Value
Staff
Style
Skills
81 www.slidebooks.com 81
McKinsey Seven-S tool
Template 4/6
Insert your own text
Insert your own text
Insert your own text
Insert your own text
Insert your own text
Insert your own text
Style
Strategy Staff
System
Shared
value
Structure
Insert your own text Skill
The 3 hard S The 3 hard S
Step 3: Summarize the main gaps between the current and target situation
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McKinsey Seven-S tool
Template 5/6
Action #1
Action #2
Action #3
Action #1
Action #2
Action #3
Action #1
Action #2
Action #3
Action #1
Action #2
Action #3
Action #1
Action #2
Action #3
Action #1
Action #2
Action #3
Style
Strategy Staff
System
Shared
value
Structure
Action #1
Action #2
Action #3
Skill
The 3 hard S The 3 hard S
Step 4: Create a plan of action to fill the gaps (1/2)
83 www.slidebooks.com 83
McKinsey Seven-S tool
Template 6/6
Step 4: Create a plan of action to fill the gaps (2/2)
Week 1 2 3 4 5 6 7 8 9 10 11
Starts on 7/1 14/1
Phase 1
1.1 Action
1.2 Action
1.3 Action
Phase 2
2.1 Action
2.2 Action
Phase 3
3.1 Action
3.2 Action
3.3 Action
To add a column or a row, select a column or a row, click
right and select Insert
Use Distribute Columns Evenly and Distribute Rows Evenly
in Layout ribbon to keep columns and rows equal in width
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Sources of
information
Structure is Not Organization -Business
Horizons, June 1980
A Brief History of the 7-S ("McKinsey 7-S")
Model - Tom Peters' blog post describing the
origins of the model
McKinsey Seven-S tool
Sources of information
85 www.slidebooks.com 85
Five Whys Problem Solving tool
Objective
86 www.slidebooks.com 86
Five Whys Problem Solving tool
Description
Problem
Statement
Why?
Why?
Why?
Why?
Why?
Problem
Solution
True root cause of the
problem
Sometimes the root causes
become evident after 2 or 3 whys,
sometimes a deeper dive may be
required
Clearly define high level problem
statement
Answer the
question and ask
again why
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Five Whys Problem Solving tool
Template 1/6
Insert problem
statement
Why?
Why?
Why?
Why?
Why?
Insert problem
Solution
Insert your answer
Insert your answer
Insert your answer
Insert your answer
Insert your answer
88 www.slidebooks.com 88
Five Whys Problem Solving tool
Template 2/6
Insert problem
statement
Why?
Why?
Why?
Why?
Why?
Insert problem
Solution
Insert your answer
Insert your answer
Insert your answer
Insert your answer
Insert your answer
89 www.slidebooks.com 89
Five Whys Problem Solving tool
Template 3/6
Insert problem
statement
Why?
Why?
Why?
Why?
Why?
Insert problem
Solution
Insert your answer
Insert your answer
Insert your answer
Insert your answer
Insert your answer
90 www.slidebooks.com 90
Five Whys Problem Solving tool
Template 4/6
Insert problem statement
1.Why? Insert your answer
2.Why? Insert your answer
3.Why? Insert your answer
4.Why? Insert your answer
5.Why? Insert your answer
Insert problem statement
91 www.slidebooks.com 91
Five Whys Problem Solving tool
Template 5/6
Insert problem statement
1.Why? Insert your answer
2.Why? Insert your answer
3.Why? Insert your answer
4.Why? Insert your answer
5.Why? Insert your answer
Insert problem statement
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Five Whys Problem Solving tool
Template 6/6
Sample
Text
Sample
Text
Sample
Text
Sample
Text
Sample
Text
Sample
Text
Sample
Text
Your own text Your own text Your own text
Your own text Your own text Your own text
Your own text Your own text
Your own text Your own text Your own text
Your own text Your own text
Your own text Your own text Your own text
Click here to download the editable PowerPoint
version at www.slidebooks.com
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Sources of
information
Taiichi Ohno; foreword by Norman Bodek
(1988). Toyota production system: beyond
large-scale production. Portland, Or:
Productivity Press
"Five Whys Technique". adb.org. Asian
Development Bank. February 2009
Five Whys Problem Solving tool
Sources of information
94 www.slidebooks.com 94
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