15 McKinsey-style Diagram Templates

1. Structure Style Strategy Skills Strategy Shared values Skills Staff Style Shared values Staff Systems Structure Systems 15 McKinsey-styleDiagram Templates

2. Staff Systems Style Strategy Skills Structure Shared Values Annotation 2S-5S Unit of measure The people in the organization, considered in terms of corporate demographics, not individual personalities The processes and procedures through which things get done from day to day The way managers collectively behave with respect to use of time, attention and symbolic actions • 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 people 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 organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated * Footnote Source: Sources

3. Annotation 3Cs TRIANGLE Unit of measure Customer Distributors Clients Competitors Suppliers * Footnote Source: Sources

4. Structure Strategy Skills Staff Style Shared values Systems Annotation 3S-4S Unit of measure • The organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated • A coherent set of actions aimed at gaining a sustainable advantage over competition • The people in the organization, considered in terms of corporate demographics, not individual personalities Capabilities possessed by the organization as a whole as distinct from the individuals. Some companies perform extraordinary feats with ordinary people • The way managers collectively behave with respect to use of time, attention and symbolic actions • 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 * Footnote Source: Sources

5. Style Strategy Skills Shared values Staff Systems Structure Annotation 7S Unit of measure The way managers collectively behave with respect to use of time, attention and symbolic actions Capabilities possessed by the organization as a whole as distinct from the individuals. Some companies perform extraordinary feats with ordinary people A coherent set of actions aimed at gaining a sustainable advantage over competition 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 people in the organization, considered in terms of corporate demographics, not individual personalities The processes and procedures through which things get done from day to day The organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated * Footnote Source: Sources

6. Annotation BUSS PORTFOLIO Unit of measure High Competitive position Medium Low Low Medium High Product/market attractiveness * Footnote Source: Sources

7. Commitment • Capability • Individual activity • Enabling devices • Conviction • Courage Annotation CHANGE BOARD Unit of measure Change vision Chief executive Leadership groups Down the line External constituents * Footnote Source: Sources

8. Annotation MACS Unit of measure • Industry attractiveness • Competitive position • Restructuring/rationalizationopportunities Value-creation potential in business unit High Medium Low • Corporatecenter skills • Business unitlinkages • Taxation/valuationdifferences Retain and give priority Retain and give top priority Retain and manage for code or liquidate Natural owner Relative ability to extract value Divest Probablydivest Divest or liquidate “One of the pack” * Footnote Source: Sources

9. Annotation MANUFACTURING STRATEGY Unit of measure Business Strategy Manufacturing Strategy Configuration Research Focus Systems Labor Policy Organization Make vs. Buy Process Design Product Design * Footnote Source: Sources

10. Annotation PENTAGON Unit of measure 1 2 5 Restructuring framework 3 4 * Footnote Source: Sources

11. Annotation PRICE BENEFIT Unit of measure Benefit Competitiveadvantage Competitivedisadvantage Price * Footnote Source: Sources

12. I N D U S T R Y P R O D U C E R S Changes in Structure Changes in Conduct Changes in Performance C S P External shocks Feedback Annotation SCP SHOCK Unit of measure * Footnote Source: Sources

13. Annotation VALUE CREATION Unit of measure Improve core business performance Re deploy assets Maximize shareholder value Adopt sound financing approach Grow through acquisition and/or merger Grow through cultural initiative * Footnote Source: Sources

14. Annotation TREE PRODUCTIVITY Unit of measure Selling margin Contribution Sales Effectiveness Contribution Available selling time Selling rate Sales Available selling time Productivity Contribution Total selling costs Utilization Available selling time Total sales time Support leverage Total sales time Support costs Efficiency Available selling time Total selling costs Support intensity Support costs Total selling costs * Footnote Source: Sources

15. Annotation STRAT MANAGE Unit of measure Stage 4 Stage 3 Stage 2 Stage 1 Forecast based planning Externally oriented planning Strategic manage- ment Budget planning Meet budget and schedule Predict the future Think strategically Create the future * Footnote Source: Sources Value system

16. Annotation STRAT GAMEBOARD Unit of measure 3. Create and pursue a unique advantage 2. 4. Exploit unique advantage industrywide Resegment the market to create a niche When to compete 1. New game Selective Do more and better of the same Same game How to compete Across the board Where to compete * Footnote Source: Sources