Corporate Strategy and Management Models (PowerPoint Templates) - PPTLab.com

Crowdsourced Business
Presentation Design Service
Strategy & Management Models
Diagrams and Templates of Strategy
and Management Models
July 19, 2013
This presentation is a collection PowerPoint diagrams and templates used to convey
23 different business strategy and management models.
ORIGINAL PROJECT DETAILS
http://pptlab.com/ppt/Business-Strategy-and-Management-Models-10

PPT Lab (www.PPTLab.com) – Crowdsourced Business Presentation Design Service 2
PPT Lab (www.pptlab.com) is the only crowdsourced
presentation design service. Get consulting-quality
presentations at a fraction of the cost!
Each month, we will create well over 50 slides of for our members.
As a member, you will drive what business slides we create by
submitting your own presentation projects to our team. All
presentations will be created by a team of management
consultants and follow the Consulting Presentation Framework.
www.PPTLab.com
support@pptlab.com

Contents
 3 C’s
 ADL Matrix
 Acquisitions Integration Approaches
 Blue Ocean Strategy
 Capability Maturity Model
 GE-McKinsey Matrix
 OODA Loop
 Profit Pools
 Resource-based View of Firm
 Scenario Planning
 Strategy Maps
 Application Portfolio Optimization
 Value Stream Mapping
 Six Thinking Hats
 4 P’s Marketing Mix
 7 P’s Marketing Mix
 6 Change Approaches
 Cultural Dimensions Theory
 Six Sigma Quality Management
 Change Management Iceberg
 Organizational Learning
 Performance Prism
 Crossing the Chasm

Insert headline
3C’s Strategic Triangle
Corporation Competitors
Customer
Source: 3 C’s Strategic Triangle, Kenichi Ohmae
Insert bumper – takeaway statement.
THIS IS A PARTIAL PREVIEW
The full document has 70+ slides.

Insert headline
3C’s Sustainability Triangle
Cultivation Consistency
Capability
Source: 3 C’s Sustainability Triangle

Insert headline
ADL Matrix
Source: ADL Matrix, Arthur D. Little
EMBRYONIC GROWTH MATURE AGING
DOMINANT
 Fight for share
 Hold position
 Hold position
 Hold share
 Hold position
 Grow with industry
 Hold position
STRONG
 Attempt to improve
position
 Fight for share
position
 Push for share
 Hold position
 Grow with industry
 Hold position or
harvest
FAVORABLE
 Selective or fight for
share
 Selective attempt to
improve position
position
 Select push for share
 Custodial or
maintenance
 Find niche and
attempt to protect it
 Harvest or phased
withdrawal
TENABLE
 Selectively push for
position
 Find niche and
protect it
 Find niche and hang
on, or phased
withdrawal
 Phased withdrawal or
abandon
WEAK
 Up or out  Turnaround or
abandon
 Turnaround or
orphaned withdrawal
 Abandon
INDUSTRY LIFE CYCLE STAGE
COMPETITIVEPOSITION

Insert headline
M&A – Acquisition Integration Approaches Model
Source: Haspeslagh, Jemison
PRESERVATION SYMBIOSIS
HOLDING ABSORPTION
NEED FOR
ORGANIZATIONAL
AUTONOMY
NEED FOR STRATEGIC
INTERDEPENDENCE
Low High
Low
High
Acquisition
Target
($XMM)

Insert headline
Blue Ocean Strategy – Value Curve
Source: Blue Ocean Strategy, Kim and Mauborgne
Eliminate Reduce Raise Create
Company
Value
+
_
Competition

Insert headline
Blue Ocean Strategy – Value Curve
Source: Blue Ocean Strategy, Kim and Mauborgne
Buyer Value
Costs
Value
Innovation
Create
Raise
Reduce
Eliminate

Insert headline
Capability Maturity Model (CMM) – BI Maturity
Source:
time
LEVEL 1
UNAWARE
LEVEL 2
TACTICAL
LEVEL 3
FOCUSED
LEVEL 4
STRATEGIC
LEVEL 5
PERVASIVE
• Complete lack of
awareness
• Spreadsheet and
information anarchy
• One-off reporting
requests
• No business
sponsor, IT
executive in charge
• Limited users
• Data inconsistency
and stove-piped
systems
• Funding from
business units on a
project-by-project
basis
• Specific set of users
is realizing value
• Successful focus on
a specific business
need
• Establish a
balanced portfolio
of standards
• Business objectives
drive BI and
performance
management
strategies
• Deploy an
enterprise metrics
framework
• Governance
policies are defined
and enforced
• Use of BI is
extended to
suppliers,
customers, and
business partners
• Analytics are
inserted into and
around the
business process
• Information is
trusted across the
company

Insert headline
Portfolio Analysis – Strategic Business Units GE-McKinsey 9-Box Matrix
Source: McKinsey
HIGH MEDIUM LOW
HIGH Growth Penetrate
Invest for
Growth
Selective Investment /
Divestment
MEDIUM
Selective Harvest or
Investment
Segment and
Selective Investment
Controlled Exit or
Disinvestment
LOW
Harvest for Cash
Generation
Controlled Harvest
Rapid Exit
or Attack
BUSINESS UNIT STRENGTH
MARKETATTRACTIVENESS

Insert headline
OODA Loop (Tracker Diagram)
Source: Boyd
Orient
Decide
Act
Observe
Stage: OBSERVE
 Filler text
Item checkbox
Item checkbox
Item checkbox
Item checkbox





Insert headline
OODA Loop
Source: Boyd
Observe
Act
Decide
Orient

Insert headline
OODA Loop
Source: Boyd
OBSERVE ORIENT DECIDE ACT
Observations
Decisions
(Hypothesis)
Action
(Test)
Cultural
Traditions
Genetic
Heritage
Analysis
& Synthesis
New
Information
Previous
Experience
Implicit Guidance
& Control
Feedback
Unfolding Interaction with Environment
Unfolding
Circumstances
Outside
Info
Unfolding
Interaction
with
Environment

Insert headline
The Profit Pools Method
Source: Gadiesh, Gilbert
Define the pool
Determine the size
of the pool
Determine the
distribution of profits
Reconcile the
estimate
1 2 3 4
TASK
• Determine which value chain
activities influence your ability
to generate profits now and in
the future
• Develop a baseline estimate
of the cumulative profits
generated by all profit-pool
activities
• Develop estimates of the
profits generated by each
activity
• Compare the outputs of steps
2 and 3 and reconcile the
numbers (if needed)
OUTPUT
• List of all value-chain activities
in your profit pool (in
sequential order)
• Estimate of total pool profits,
usually expressed as a range
• Point estimates of profits for
each value chain activity
• Final estimates of activity and
total pool profits

Insert headline
Resource-based View of the Firm
Source: Barney, Van der Heijden (2005)
time
Productive use of the
firm’s resources that
are:
• Valuable
• Rare
• Appropriable
Short term competitive
advantage
Is sustained over time
due to resource…
• Imitability
• Substitutability
• Mobility
Leads to Which
COMPETITIVE ADVANTAGE PHASE SUSTAINABILITY PHASE

Insert headline
Resource-based View vs. Market-based View
Source: Powell, Thomas, & McGee (2004), Van der Heijden (2005)
MARKET-BASED
VIEW
RESOURCE-BASED
VIEW
DYNAMIC
CAPABILITIES
UNITOF
ANALYSIS
TEMPORALITY
Static Dynamic
Firm
Market

Insert headline
Scenario Planning – Framework
Source:
1 2 3 4 5 6 7 8
Describe
scenarios
Checked for
robustness
Outline
scenarios
Generate
outcome
combinations
Determine
outcomes
Rank
critical
uncertainties
Identify
Axes of
Uncertainties
Define scope of
scenarios

Insert headline
Scenario Planning – Scenario Map
STONEHENGE TELEPORT
COLISEUM SUNRISE
Incremental Radical
LocalGlobal

Insert headline
Scenario Planning – Idea Generation against Scenarios
SCENARIO 1
Stonehenge
SCENARIO 2
Teleport
SCENARIO 3
Sunrise
SCENARIO 4
Coliseum
OUTCOME 1
OUTCOME 2
OUTCOME 3
OUTCOME 4
Review
Company

Insert headline
Scenario Planning – Windtunneling
SCENARIO 1
Stonehenge
SCENARIO 2
Teleport
SCENARIO 3
Sunrise
SCENARIO 4
Coliseum
OPTION 1: Strategy
Applicability of corporate strategy -- ++ + +
Level of change 0 + +++ +
Level of control +++ +++ ++ -
OPTION 2: Culture
Culture differences 0 - -- ---
Level of integration 0 0 + --
OPTION 3: Team
State of team development 0 + ++ --
Level of adjustment 0 - -- +
OPTION 4: Knowledge Sharing
Sharing of tacit knowledge --- ++ +++ +
Sharing of explicit knowledge + ++ - 0

Insert headline
Strategy Maps
Source: Kaplan, Norton
Long-term
Shareholder Value
Improve Cost
Structure
Increase Asset
Utilization
Expand Revenue
Opportunities
Enhance
Customer Value
Price Quality Availability Selection Functionality Service Partnership Brand
Operations
Management
Processes
Customer
Management
Processes
Innovation
Processes
Regulatory
and Social
Processes
Culture Leadership Alignment Teamwork
Human Capital
Information Capital
Organization Capital
CUSTOMER VALUE PROPOSITION
FINANCIAL
PERSPECTIVE
CUSTOMER
PERSPECTIVE
INTERNAL
PERSPECTIVE
LEARNING
AND GROWTH
PERSPECTIVE

Insert headline
Application Portfolio Management
TECHNICAL RE-ENGINEERING HEALTHY
REPLACEMENT FUNCTIONAL ENHANCEMENT
FUNCTIONAL
QUALITY
TECHNICAL QUALITY
0.0 10.0
0.0
10.0
5.0
5.0

Insert headline
Source: Accenture
Understand and
Analyze
Current State
Develop Future
State Vision
and Structure
Recommendations
Develop
Business Case
and Roadmap
Implement
Roadmap and
Realize Value
Implement
Governance and
Portfolio
Management
PHASE I PHASE II PHASE III
PORTFOLIO EVOLUTION
PORTFOLIO MANAGEMENT

Insert headline
Source: PlanView
ACTION
Action Plan
Application Rationalization
Ongoing TCO
ASSESSMENT
Business Value
Technical Value
Cost of Operation
INVENTORY
Automated
Role-based
Demographics

Insert headline
Value Stream Mapping Method – Basic Icons Set
Source: Ohno, Shingo
Process Step
Process Step
 Number of resources
Process
Step
Process
Step

Insert headline
Six Thinking Hats
Source: De Bono

Insert headline
Six Change Approaches
Source: Kotter, Schlesinger
Text Manipulation and Co-option
Explicit and Implicit Coercion
Negotiation and Agreement
Participation and Involvement
Facilitation and Support
Education and Communication
RESISTANCE
TO CHANGE

Insert headline
Six Change Approaches
Source: Kotter, Schlesinger
EDUCATION AND
COMMUNICATION
PARTICIPATION
AND INVOLVEMENT
FACILITATION
AND
SUPPORT
NEGOTIATION
AND
AGREEMENT
MANIPULATION AND
CO-OPTION
EXPLICIT AND
IMPLICIT COERCION

Insert headline
Quality Management: Six Sigma (DMAIC)
Source:
Analyze
Define
Measure
Improve
Control
1 2
3
4
5
DMAICTHIS IS A PARTIAL PREVIEW

Insert headline
Quality Management: Six Sigma (SIPOC)
Source:
I P O CS
Suppliers Inputs Process Outputs Customers
Who supplies
what’s needed
to execute
the process?
What are the
required inputs?
On a high-level,
what does the
process do?
What are the
expected outputs
of the process?
Which customers
need the output
of this process?
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Insert headline
Change Management Iceberg
Source: Kruger
Power and Politics
Management
Management of
Perceptions and Beliefs
Issue
Management
Potential
Promoters
Hidden
Opponents
Opponents
Promoters
QUALITY
TIMECOST
ACCEPTANCE
ATTITUDE BEHAVIOR

Insert headline
Organizational Learning (OAR Model)
Source: Argyris, Schon, Senge
ACTION RESULTS
+ =
BODY
EMOTION
LANGUAGE
OBSERVER

Insert headline
Organizational Learning
Source: Argyris
Mapping the Problem
1
Internalization of the Map
2
Model Testing
3
Solution development
4
Intervention
5
Studying of the Impact
6
• This includes the factors and relationships that define the problem, and the
relationship with the living systems of the organization
• Through inquiry and confrontation, the interventionists work with clients to
develop a map for which clients can accept responsibility
• This needs to be a comprehensive map
• This involves looking at what “testable predictions” can be derived from the
map—and looking to practice and history to see if predictions stand up
• If they do not, the has to be modified
• Invent solutions to the problem and simulate them to explore their possible
organizational impact
• Product the intervention
• This allows for correction of errors as well as generating knowledge for
future designs
• If things work well under the conditions specified by the model , then the
map is not disconfirmed

Insert headline
Performance Prism
Source: Cranfield University
STRATEGIES
CAPABILITIES
PROCESSES
STAKEHOLDER
SATISFACTION
STAKEHOLDER
CONTRIBUTION
Strategic
Direction
Solutions
Development
Satisfaction
Delivery
Stakeholder
Demand

Insert headline
Product Lifecycle – Crossing the Chasm
Source: Cranfield University
Early Adopters Early Majority Late Majority Laggards
Sales
Revenue
Chasm:
Jump from 20% of
the market to 80%
of buyers
Chasm
Time

PPT Lab (www.pptlab.com) is the only crowdsourced
presentation design service. Get consulting-quality
presentations at a fraction of the cost!
Each month, we will create well over 50 slides of for our members.
As a member, you will drive what business slides we create by
submitting your own presentation projects to our team. All
presentations will be created by a team of management
consultants and follow the Consulting Presentation Framework.
www.PPTLab.com
support@pptlab.com

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