Corporate Strategy and Management Models

Crowdsourced Business
Presentation Design Service
Strategy & Management Models
Diagrams and Templates of Strategy
and Management Models
February 25, 2014
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/presentation?pid=10

PPT Lab (www.PPTLab.com) – Crowdsourced Business Presentation Design Service 4
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
6 Change Approaches
Cultural Dimensions Theory
Six Sigma Quality Management
Change Management Iceberg
Organizational Learning
Performance Prism
Crossing the Chasm
This document is a partial preview. Full document download can be found on Flevy:
http://flevy.com/browse/document/corporate-strategy-and-management-models-129

Insert headline
3C’s Sustainability Triangle
Cultivation Consistency
Capability
Source: 3 C’s Sustainability Triangle
Insert bumper – takeaway statement.

Insert headline
ADL Matrix
Source: ADL Matrix, Arthur D. Little
EMBRYONIC GROWTH MATURE AGING
DOMINANT
STRONG
FAVORABLE
TENABLE
WEAK
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
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

Contents
3 C’s
ADL Matrix
Blue Ocean Strategy
GE-McKinsey Matrix
OODA Loop
Profit Pools
Scenario Planning
Strategy Maps
Six Thinking Hats
6 Change Approaches
Performance Prism
Crossing the Chasm

Insert headline
The Profit Pools Method
Source: Gadiesh, Gilbert
0%
5%
10%
15%
20%
25%
30%
35%
VERTICALS
SHARE OF
INDUSTRY
REVENUES
Microprocessors Personal
Computers
Software Peripherals Services Other
Components
10%
20%
30%
15%
5%
20%

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 – Scenario Map
Source:
Axis of Uncertainty 1
(One End)
Axis of Uncertainty 1
(Other End)
Axis of
Uncertainty 2
(One End)
Axis of
Uncertainty 2
(Other End)
Scenario A Scenario B
Scenario C Scenario DThis document is a partial preview. Full document download can be found on Flevy:

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

PRODUCTIVITY STRATEGY GROWTH STRATEGY
FINANCIAL
PERSPECTIVE
CUSTOMER
PERSPECTIVE
INTERNAL
PERSPECTIVE
LEARNING
AND GROWTH
PERSPECTIVE
Insert headline
Strategy Maps (Alternate Diagram)
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

Insert headline
Application Portfolio Management
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
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
DETAILS
Product
Placement
Pricing
Promotion
• Text
• Text
• Text
• Text
• Text
• Text
• Text
• Text
• Text
• Text
• Text
• Text
Source: Booms, Bitner

Contents
3 C’s
ADL Matrix
Blue Ocean Strategy
GE-McKinsey Matrix
OODA Loop
Profit Pools
Scenario Planning
Strategy Maps
Six Thinking Hats
6 Change Approaches
Performance Prism
Crossing the Chasm

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

Contents
3 C’s
ADL Matrix
Blue Ocean Strategy
GE-McKinsey Matrix
OODA Loop
Profit Pools
Scenario Planning
Strategy Maps
Six Thinking Hats
6 Change Approaches
Performance Prism
Crossing the Chasm

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

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

1
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