Professional Documents
Culture Documents
Forces at Work: Unit of Measure
Forces at Work: Unit of Measure
Unit of measure
New
Printed
Substitutes
* Footnote
Source: Source 1
2S-5S
Unit of measure The people in the
organization, considered
in terms of corporate
demographics, not
The process individual personalities The way
and procedures managers
Printed
Shared
competition possessed by the Structure
Values
organization as a
whole as distinct
from the The organization chart Those ideas of what is
individuals. Some and accompanying right and desirable (in
companies perform baggage that show corporate and/or
extraordinary feats who reports to whom individual behavior) which
with ordinary and how tasks are both are typical of the
people divided up and organization and common
integrated to most of its members
* Footnote
Source: Source 2
3Cs TRIANGLE
Unit of measure
Customer
Printed
Clients Competitors
Suppliers
* Footnote
Source: Source 3
3S-4S
Unit of measure
The organization chart
and accompanying
baggage that show who
reports to whom and how
tasks are both divided up
A coherent set of
Printed
Skills Staff Style
companies perform
extraordinary feats with Shared
values
ordinary people The way managers collectively
behave with respect to use of
Those ideas of what is right time, attention and symbolic
Systems
and desirable (in corporate 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 4
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.
actions Some companies perform
Printed
organization and common
organization, Staff Systems to most of its members
considered in terms
of corporate The processes and procedures
demographics, not Structure through which things get done
individual from day-to-day
personalities The organization chart and
accompanying baggage that
show who reports to whom
and how tasks are both
* Footnote divided up and integrated
Source: Source 5
BUSS PORTFOLIO
Unit of measure
High
Medium
Printed
Low
Product/market attractiveness
* Footnote
Source: Source 6
CHANGE BOARD
Unit of measure
Commitment Capability
Change
Chief
Executive
Leadership
groups
Printed
Down the
line
External
constitution
* Footnote
Source: Source 7
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
• Early wins vision and action plans
Printed
Delta
Problem
People
• Action plans sufficient Solving • Client managers
Development
to achieve goals Process (particularly middle
• Agreement on management) have
objectives by line skill to lead program
management implementation
• Management of high- • Change in actual
involvement process behavior
* Footnote
Source: Source 8
MACS
Unit of measure
• Industry attractiveness
• Competitive position
• Restructuring/rationalization opportunities
Printed
linkages liquidate
• Taxation/valu
ation Probably Divest Divest or
“One of the
* Footnote
Source: Source 9
PRICE BENEFIT
Unit of measure
Benefit
Printed
Competitive
disadvantage
Price
* Footnote
Source: Source 10
SMILE CHART
Unit of measure
Printed
4 6
Redesign Assess change
pivotal jobs 5 readiness
Design the skill
building process
* Footnote
Source: Source 11
VALUE SOURCES
Unit of measure
Printed
Real
Existence of non-cases objectives
Financial
ownership fit Inefficiencies in financial markets
Perceived
Difference in valuation technique
* Footnote
Source: Source 12
STRAT GAMEBOARD
Unit of measure
3.
Create and
Printed
same
* Footnote
Source: Source 13
STRAT MANAGE
Unit of measure
Stage 4
Stage 2
Stage 1
Printed
Budget based orientated manage-
planning planning planning ment
Value system
* Footnote
Source: Source 14
TREE PRODUCTIVITY
Unit of measure
Selling margin
Contribution
Effectiveness Sales
Contribution
Productivity Utilization
Contribution Available selling time
Printed
Total selling costs Total sales time
Support intensity
Support costs
Total selling costs
* Footnote
Source: Source 15
VALUE CREATION
Unit of measure
Improve core
Redeploy
business
Maximize
shareholder
value
Printed
Adopt sound Grow through
financing acquisition
approach and/or merger
Grow
through
cultural
initiative
* Footnote
Source: Source 16