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CONFIDENTIAL Frequently Used Template Conceptual Template 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. 1 Text Text Text Text Text Text Text Text 2X2 CUBED Unit of measure * Footnote Source: Source 2 2X2 TOWER Unit of measure * Footnote Source: Source 3 5PS MARKETING Place Price Product Package Positioning promotion Product offering Unit of measure * Footnote Source: Source 4 Strategy Skills Systems Staff Shared values Structure Style 7S Unit of measure * Footnote Source: Source 5 ARROW 3D Unit of measure * Footnote Source: Source 6 CUBES1 3D Unit of measure * Footnote Source: Source 7 CUBES2 3D Unit of measure * Footnote Source: Source 8 CUBES3 3D Unit of measure * Footnote Source: Source 9 Text Text Text Text CUTOUT 3D Unit of measure * Footnote Source: Source 10 New entrant Suppliers Industry competitors Buyers Substitutes FORCES AT WORK Unit of measure * Footnote Source: Source 11 Text Text Text Text Text Text Text Text Text Text JOINT Unit of measure * Footnote 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Unit of measure * Footnote Source: Source 26 PERSPECTIVE 3D Unit of measure * Footnote Source: Source 27 PROPELLER 3D Unit of measure * Footnote Source: Source 28 RINGS 3D Unit of measure * Footnote Source: Source 29 Text SCALE Text Unit of measure * Footnote Source: Source 30 Text Text SCALES Unit of measure * Footnote Source: Source 31 Text Text Text Text Text Text SIZES IN Unit of measure * Footnote Source: Source 32 SPIRAL1 3D Unit of measure * Footnote Source: Source 33 Spiral Brakes Tube in tube SPIRAL2 3D Unit of measure * Footnote Source: Source 34 Text Text Text Text SPOTLIGHT Unit of measure * Footnote Source: Source 35 Text Text Text Text Text Text STAIRCASE Unit of measure * Footnote Source: Source 36 STARS 3D Unit of measure * Footnote Source: Source 37 Text Text WIRE CUBES Unit of measure * Footnote Source: Source 38 Text Text Text Text Text Text Text ARROWS Unit of measure * Footnote Source: Source 39 LEVEL 1 Text Unit of measure * Footnote Source: Source 40 LEVEL 2 Text Text Unit of measure * Footnote Source: Source 41 LEVEL 3 Text Text Text Unit of measure * Footnote Source: Source 42 LEVEL 4 Text Text Text Text Unit of measure * Footnote Source: Source 43 LEVEL 5 Text Text Text Text Text Unit of measure * Footnote Source: Source 44 LEVEL 6 Text Text Text Text Text Text Unit of measure * Footnote Source: Source 45 FLOW 2 Text Header Header Text Unit of measure * Footnote Source: Source 46 Text FLOW 2 TITLE Text Header Header Text Unit of measure * Footnote Source: Source 47 FLOW 3 Text Header Header Text Header Text Unit of measure * Footnote Source: Source 48 Text FLOW 3 TITLE Text Header Header Text Header Text Unit of measure * Footnote Source: Source 49 FLOW 4 Text Header Header Text Header Header Text Text Unit of measure * Footnote Source: Source 50 Text FLOW 4 TITLE Text Header Header Text Header Header Text Text Unit of measure * Footnote Source: Source 51 FLOW 5 Text Header Header Text Header Header Header Text Text Text Unit of measure * 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Text Text Text AT WORK Unit of measure * Footnote Source: Source 91 Text Text COUPLED HORIZ Unit of measure * Footnote Source: Source 92 Text Text COUPLED VERT Unit of measure * Footnote Source: Source 93 Text Text Text Text FOCUSED Unit of measure * Footnote Source: Source 94 New entrant Suppliers Industry competitors Buyers Substitutes FORCES AT WORK Unit of measure * Footnote Source: Source 95 Text Text Text PARALLEL Unit of measure * Footnote Source: Source 96 Text Text Text Text SPLIT Unit of measure * Footnote Source: Source 97 Text SURROUND Unit of measure * Footnote Source: Source 98 Text Text TWISTED Unit of measure * Footnote Source: Source 99 Text Text UP & AWAY Unit of measure * Footnote Source: Source 100 Text Text UP & DOWN Unit of measure * Footnote Source: Source 101 The 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 personalities The 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 people Staff Systems Style Shared Values Structure Skills Strategy 2S-5S Unit of measure * Footnote Source: Source 102 Customer Clients Distributors Competitors Suppliers 3CS TRIANGLE Unit of measure * Footnote Source: Source 103 Skills Shared values Strategy Staff Structure Systems Style A 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-day 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 Capabilities possessed by the organization as a whole as distinct from the individuals. Some companies perform extraordinary feats with ordinary people 3S-4S Unit of measure * Footnote Source: Source 104 Style Structure Staff Strategy Systems Skills Shared values 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 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 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 The people in the organization, considered in terms of corporate demographics, not individual personalities A coherent set of actions aimed at gaining a sustainable advantage over competition 7S Unit of measure * Footnote Source: Source 105 Competitive position Low Medium High Product/market attractiveness Low Medium High BUSS PORTFOLIO Unit of measure * Footnote Source: Source 106 Change vision Chief Executive Leadership groups Down the line External constitution Commitment Conviction Courage Capability Individual activity Enabling devices CHANGE BOARD Unit of measure * Footnote Source: Source 107 Delta P Vision and Leadership Organizational Infrastructure Performance Measurement People Development Communications Problem Solving Process Client managers (particularly middle management) have skill to lead program implementation Change in actual behavior Action plans sufficient to achieve goals Agreement on objectives by line management Management of high- involvement process Implementation or near implementation of required structure and systems Flow of 2-way communications Peoples understanding, belief and contribution to act on vision and action plans Accurate measurement of action and results Clear accountabilities Early wins Visible demonstration of new vision and values by client leadership DELTA P Unit of measure * Footnote Source: Source 108 Natural 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 priority Retain and give priority Retain and manage for code or liquidate Probably divest Divest Divest or liquidate MACS Unit of measure * Footnote Source: Source 109 Business Strategy Manufacturing Strategy Configuration Systems Research Focus Labor Policy Product Design Make vs. Buy Organization Process Design MANUFACTURING STRATEGY Unit of measure * Footnote Source: Source 110 Restructuring framework 1 5 4 3 2 PENTAGON Unit of measure * Footnote Source: Source 111 Benefit Price Competitive disadvantage Competitive advantage PRICE BENEFIT Unit of measure * Footnote Source: Source 112 Appraise 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 SMILE CHART Unit of measure * Footnote Source: Source 113 3. Create and pursue a unique advantage 2. Resegment the market to create a niche 4. Exploit unique advantage industrywide 1. Do more and better of the same When to compete STRAT GAMEBOARD Unit of measure * Footnote Source: Source 114 Stage 1 Stage 2 Stage 3 Stage 4 Value system Strategic manage- ment Externally orientated planning Forecast based planning Budget planning Meet budget and schedule Predict the future Think strategically Create the future STRAT MANAGE Unit of measure * Footnote Source: Source 115 Selling margin Contribution Sales Selling rate Sales Available selling time Effectiveness Contribution Available selling time Productivity Contribution Total selling costs Efficiency Available selling time Total selling costs Utilization Available selling time Total sales time Support intensity Support costs Total selling costs Support leverage Total sales time Support costs TREE PRODUCTIVITY Unit of measure * Footnote Source: Source 116 Maximize shareholder value Grow through cultural initiative Redeploy assets Improve core business performance Grow through acquisition and/or merger Adopt sound financing approach VALUE CREATION Unit of measure * Footnote Source: Source 117 Real Perceived Clients relative ability to extract value Corporate center skills Linkages between business units Financial ownership fit Industry restructure Internal controller Shared resources Transfer of capability Vertical integration Differences in tax position Existence of non-cases objectives Inefficiencies in financial markets Difference in valuation technique VALUE SOURCES Unit of measure * Footnote Source: Source 118 GANTT10 Header Text Unit of measure * Footnote Source: Source 119 GANTT15 Header Text # # # # # # # # # # # # # # # # Unit of measure * Footnote Source: Source 120 Text Text VENN 2 Unit of measure * Footnote Source: Source 121 Text Text Text VENN 3 Unit of measure * Footnote Source: Source CONFIDENTIAL Frequently Used Template Data Driven Template 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. 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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. 147 ARROWS Unit of measure * Footnote Source: Source 148 DISCLAIMERS CLIENT 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. Unit of measure * Footnote Source: Source 149 DISCLAIMERS INTERNAL This report contains information that is confidential and proprietary to McKinsey & Company and is solely for the use of McKinsey & Company personnel. No pa