SUP-607M J-Term 2014

1. Community Recovery: Rebuilding Disaster Damaged Communities in Chile SUP-607M J-Term 2014

2. Project Proposals

3. Proposal detail – high level Financial Labor / Human Capital • High level profitability • Start up • 2 years • 5 years • Break even timeline • New jobs restored/added • Start up • 2 years • 5 years • Other human capital benefits Enterprise Name / Logo + Entrepreneur Name Community / Environment Enterprise overview • Community benefits (supports schools, offers training, etc) • Name of entrepreneur • History of the organization / genesis of idea • Important cultural details, etc • What is the main idea of the business / what will the business do? * Footnote Source: Source

4. 000s, Pesos Chilenos (CLP) 6 months Year 1 Year 3 Year 5 Revenues COGS Operating Income Expenses (Admin) Expenses (Other) Total Expenses EBIT Financial projections Taxes Net Income

5. 1 Highest level takeaway about what was discovered as a result of this project and the general direction of the economic plan 2 • General process, steps or phases of the plan (with timing) • Step 1 • Step 2 • Step 3 3 Main financial considerations including capital outlay, projected impact, etc 4 • Additional key insights • Insight 1 • Insight 2 • Insight 3 Executive summary

6. SWOT Analysis • Strengths • Text • Opportunities • Text • Weaknesses • Text • Threats • Text * Footnote Source: Source

7. Economic Activity Breakdown (Snapshots of current economy in % terms) Percent 14% Export 3 4% Export 7 32% Export 1 14% Export 4 16% Export 2 9% Export 5 5% Export 6 3% Export 8 2% Export 9 1% Export 10

8. Economic Activity Breakdown (Raw numbers over time) 000s, Pesos Chilenos (CLP)

9. Cause and Effect Diagram Cause 1 Cause 2 Sub cause Sub cause Sub cause Sub cause Sub cause Sub cause Effect Sub cause Sub cause Sub cause Sub cause Sub cause Sub cause Cause 3 Cause 4

10. b b b b This type of slide helps to compare 3-5 categories that are components of a larger set Low 000s, Pesos Chilenos (CLP) Current performance High Description Implication • x • x • x • x • x • x • x • x 1 Footnote * Footnote Source: Source

11. Situation, Action, Result using classic big arrows Situation What we propose Impact • x • x • x * Footnote Source: Source

12. 4 This type of waterfall is helpful when you want to demonstrate changes or emphasize potential cost savings or increases (or decreases) to status quo Current Town Revenue Recc 1 Town revenue after Recc 1 Recc 2 Town Revenue with both recommend-ations * Footnote Source: Source

13. c This type of waterfall is helpful when you want to show how a large number breaks down into smaller components Commercial Small Scale 000s, Pesos Chilenos (CLP) Tourism * Artisanship * Professional Services * Agriculture * Fishing * * * * * * * Total Town GDP 41.52 * * Footnote Source: Source

14. x y z z Boat chart / timeline Initial Details 1 • X • y • X • y • X • y • X • y Details 2 • X • y • X • y • X • y • X • y * Footnote Source: Source

15. Short term and Long term benefits or really an easy way to break apart a sum made up of two or more types of quantities Direct1 Jobs created at the facility Indirect2 Jobs created upstream Total3 Job type Permanent • Manufacturing, engi-neering, and labor 173 315 488 Supplemental • Jobs created to help build infrastructure necessary for new industry recommendation 24 16 40 1 Assumptions 2 Assumptions * Footnote Source: Source

16. Step process with detail Q4 Q3 Q2 Q1/Q2 Coaching technique Learn by shadowing Learn by doing with support Learn by teaching others Build on learning more broadly Activity • Midrange & Mainframe pilot leads learn approach by working closely with mentors • 30 additional pilot leads receive boot camp training from newly trained entrepreneurs • Central change agents support pilot leads independently using developed analysis tools • Training material updated • Operational handbooks created & 5-day boot camps run in region • Six-Sigma training for high potential staff Outcome • Common language, processes and analyses adopted and training material prepared • Productivity savings • 32 pilots running in total • Central change agent team work alongside McKinsey in supporting pilot leads • Productivity savings of additional 61 FTEs • Pilots being run by client team • Pilot leads and initiative leads design regional roll-out with McKinsey support • Actual savings of 95 FTEs to date • 31 Green-belts trained for next round of pilots • > 30 pilots launched in region • Actual savings of 109 FTEs to date * Footnote Source: Source

17. Quotes alternate – Can be used for any type of quote Major concerns are around timing … … and implementation of plans “The depth of the coming recession is difficult to gauge” “If I tell you if I know how long this will last, I would be lying” – Martin WolfChief economics commentator Financial Times – World Bank “The entire global economy will slow down by between a half and two percent of growth, including in China and Europe” “The crisis has not been over and we have not necessarily gone through the worst part” – Henrique Meirelles,Central Bank of Brazil – Dominique Strauss-Kahn, IMF “The best-case scenario for economists is a global recession that runs until the middle of next year. But…a ‘longer and deeper recession’ might stretch into 2010.” – Shane Oliver, Chief economistAMP Capital Investors * Footnote Source: Source

18. Text Text Text Text Text Horizontal flow 5 000s, Pesos Chilenos (CLP) Text Text Text Text Text Text Text Text Text Text Text Text * Footnote Source: Source

19. Text Text Text Exhibit title Unit of Measure • Text • Text • Text * Footnote Source: Source

20. Text Text Text Text Text Exhibit title Unit of Measure Text • Text • Text • Text • Text Text • Text • Text • Text • Text

21. Filter or screen series Unit of Measure Text Text • Text • Text • Text • Text • Text * Footnote Source: Source

22. B A X should consider a few “bold moves” that could change the landscape for commercial opportunities Risks involved High risk Low risk “Bold moves” • Bundle • Explore full-outsource models for international customers, including national health services (e.g., India, Saudi Arabia) • Considerations: Language or cultural barriers to translating X’s clinical standards, processes • Commit to a plan to perfect the hospital operating system, with a self-perpetuating cycle of evidence-based support for all clinical processes • Considerations: May require full disclosure of X operating metrics and commitment to “openness” Build systems for providers • Develop and lead a clinical processes consortium that functions as a think-tank for creating outcomes-driven improvements to standard treatment protocols • Considerations: Low immediate revenue opportunity, but creates profile/relevance for X as a vendor Sell clinical data and/or insights • Become a US laboratory for clinical protocols and standards, partnering with the US government to create new standards that shape pay-for-performance initiatives • Considerations: Low immediate revenue opportunity, but creates profile/relevance for X as a vendor * Footnote Source: Source

23. 50 This slide is great to demonstrate positives and negatives of an idea or recommendation, etc • Create additional revenue and profit stream • Build referral networks and options for strategic acquisitions • Enhance X’s reputation as a pioneer in clinical excellence • Provide incentives to improve internal performance and develop insights • Connect X to other provider leaders who could share their insights • Require a commitment to stay in the customer service business • Not breakeven for 3-5 years • Require significant effort to build the partnerships that are instrumental to success • Create a need to attract external talent in specific areas of expertise • Cause damage to X’s reputation in case of failure * Footnote Source: Source

24. Issue tree Customer / product research Extract full value of current business Optimize distribution channels Lower internal costs Sales / marketing Roll up industry through smaller acquisitions Acquisitions1 Optimize growth and profitability of XX’s livestock feed business Acquire larger competitors to reduce overcapacity Sell capacity to competitor or remove it completely Structurally reposition corporate portfolio Divestitures1 / downsize Exit industry Upstream integration with pharmas / growers Rely on organic trends for growth Joint ventures Integration with competitors * Footnote Source: Source

25. 100 Area of interest Disaggregating total into 3 parts then disagg one of the 3 parts further. Move left bar chart further left then right click on grey area -> edit points Percent of total contribution by age of attending physician, <2008> Percent of CM most at risk by service line Total contribution $ Millions * * * * * X * * * X * X * * X * X * 19% of total contribution margin is provided by physicians who are 65 and older. Of that 19%, 45% comes from Vascular medicine – which is the service line most at risk due to physician retirement * Footnote Source: Source

26. 2x2 matrix example : Risk vs Reward High Big bets Slam dunks 1 Reward (Special cases 2) “No regrets” moves Key questions: • How much profit could be generated? • When would LOL realize the benefits of the scenario? • What moves could maximize the value? Low High Low Risk Key questions: • How will competitors react? How will customers react? • To what extent does the scenario align with internal capabilities? • What degree of control will LOL have in the scenario? • How much of the outcome will be determined by external forces? * Footnote Source: Source

27. Value mindset Margin mindset From -> to To • Bundled, simplified products • Segmented approach • Broadcast, performance oriented sales approach • Integrated Operations/IT • Long-term partnership From • Standalone, off the rack products • One size fits all approach • Narrow cost, opportunisticsales approach • Separate Operations/IT • Short-term DA * Footnote Source: Source

28. 4 examples Examples of best practices or cases from other institutions A • x B • x C • x D • x * Footnote Source: Source

29. 4 stages of growth Transitional experiences Realization Assisting others • Owned as normal, natural and effortless • Pleasure • Ease • Satisfaction • Celebrate and acknowledge goal • Help embrace the adventure of the next growth opportunity Requires no conscious thought • I can do it but I need to think about it • Skill building • Nurturing by others • Courage and humility • Persistence • Identify opportunities for practice and refinement • Encourage and support • Offer options, tips and hints if wavering Requires practice • Aware of what I have to learn, but don't know how to do it • Aha moment/ confusion • Realization • Shift in root perspective • Explore options; enable choice and ownership • Connect with resources and support (e.g., role models) • Encourage solution-focused exploration to overcome obstacles Requires a point of choice • Offer feedback and insights without attachment • Use catalysing questions to encourage self-discovery • Don't know what I don't know/have to learn Requires incident leading to insight

30. What we need and don’t need Opportunities for growth must include Opportunities must not include Air-conditioned and auto radio in all the car No customer responsibility in case of vehicle damages CDW insurance TP insurance No fire shore leave No damages shore leave No theft shore leave Passengers insurance "One way" in all Italian airports and main Italian cities (with no extra cost) Define automobile costs 12% airport fees on total rent cost (fuel and taxes not included) 8% rail fees on total rent cost (fuel and taxes not included) Refueling – cost Options * Footnote Source: Source

31. Gantt Chart Unit of Measure Text Text Text Responsibility M T W T F M T W T F • Text • Text • Text 1 Footnote SOURCE: Source

32. Exhibit title Unit of Measure Title Measure Title Measure Title Measure Label Label Label Label Label Label Label Label Label Label Label Label Label Label Label Label Label Label Label Label Label Label Label Label Text Text Text 1 Footnote SOURCE: Source

33. Pillars slide- Used to show the main ideas that support a plan or underlie an idea of some kind – the bottom two bars represent a foundation Title • Title • Text • Title • Text • Title • Text • Title • Text Title Title * Footnote Source: Source

34. Text • Text • Text • Text Weighing scales – could be used for pros and cons or costs and benefits, etc * Footnote Source: Source

35. 3 BY 3 MATRIX Unit of Measure • Text • Text • Text High • Text • Text • Text Medium Text • Text • Text • Text Low Low Medium High Text * Footnote Source: Source

36. 4 BY 3 MATRIX Unit of Measure • Text • Text • Text • Text High • Text • Text • Text • Text Medium Text • Text • Text • Text • Text Low 1 2 3 4 Text * Footnote Source: Source

37. Text Text Text Text EXHIBIT TITLE Unit of Measure Title Measure Title Measure Title Measure Title Measure Label 3 Label 3 Label 3 Label 3 Label 1 Label 2 Label 1 Label 2 Label 1 Label 2 Label 1 Label 2 Label 4 Label 4 Label 4 Label 4 * Footnote Source: Source

38. MAPS