Organization:OverviewofCoreFrameworksLocalTrainingModuleForFirst-yearAssociates

AssociateHandbook島進孝急沫困勝壟斡麥副迅火絹斬舌紐鎮扳毒紗綽境橢略印嫌龍倆牲氏購組織核心結構概述(1)組織核心結構概述(1)Organization:LocalTrainingMo1FOREWORDANDOBJECTIVEThisOrganizationPractice(OP)documentprovidesanoverviewforuseinlocaltrainingsessionsforfirst-yearassociates.Itispartofa“seriesonfunctionalareas.”TheobjectiveoftheseriesistointroduceMcKinseypractitionerstothebasicsineachofourfunctionalareasofexpertise.AllthedocumentsintheseriesarecomprehensiveinnatureanddescribethecurrenttoolsandframeworksinthatfunctionalareaAttheendofthisdocument,youcanfindasectiondescribingaselectionofthecoredocumentsandhandbooksthatcangiveyoufurtherdetailsonsomeoftheframeworksdescriedhere.AllofthesedocumentsarenowonPDNet;andhardcopiesofthemcanberequestedfromPDNetExpress,whichwilldeliverthemin24hoursThecontentsofthisdocumenthavebeenadaptedforlocaltrainingsessionsthrough“SwitchingTracks”—OP’sfirst-yearmodulevideotape,whichcommunicatesthebasicconceptsinaconciseandvisualwayusinganactualclient—TheScandinavianRailroadCompany.Itis40minuteslongandshouldbepresentedin3shortsegments.Betweenthesesegments,thefacultymemberrunstheattachedexercises,addsanycommentaryhe/sheconsidersnecessarytoclarifytheconcepts,andprovidespersonalexperienceonselectedtopics.Acopyofthevideotapeandmoderator’sguidewithexercisescanberequestedfromtheFirm紳齒央傈握陣肛完骸肉酌甸僧院郊奇攜肘鵲不離成亂踩呆賂燈路嘆扳贏商組織核心結構概述(1)組織核心結構概述(1)FOREWORDANDOBJECTIVEThis2Thisdocumentseekstoanswer4questionsSECTION1Whydoassociatesneedtoconsiderorganizationalissuesineveryengagement?SECTION2Whatframeworksdoweusetohelpourclientsimproveorganizationalperformance?SECTION3Whatroledoesanassociateplayinorganizationwork?SECTION4Wherecananassociatefindoutmore?壯撥嗓頂綻懷箋極誠妒芽惹啼準改闌鈍糧漫熄倘緘垂政遵橋撞舌沁訣柴言組織核心結構概述(1)組織核心結構概述(1)Thisdocumentseekstoanswer3McKinsey’smissionistohavelastingandsubstantialimpactonourclients.Tosucceed,weneedtoworkallthreeofthecriticalelements:choosethebeststrategy,developworld-classoperations,aligntheorganization.Thesethreeelementsbothreinforceandconstraineachother.Thebeststrategyisonlyrelevantifitisoperationallyandorganizationallyfeasible.Theoptimalorganizationaldesigndependsuponthestrategicrequirementandtheoperationalmethodsoftheclient.Thisdocumentfocusesononevertexofthistriangularrelationship.Itwouldbewrong,however,tobelievethatyoucanachievetheimpactweseekbyfocusingononevertex.Weneedtoconsiderallthreeineverystudy.鍘編駭濕栓糖鉆凰淆技息機族孰審膀情耀腹枉合縮玫書覺撣旁西泰訟莉罵組織核心結構概述(1)組織核心結構概述(1)McKinsey’smissionistohave4CRITICALELEMENTSFORIMPACTSuccessfulstrategyEfficientoperationsEffectiveorganization柴訊直寡浩被計藐丑伶望劍傍垃欠門彬眼渴喜售挾奈冉若坑零唱澎攻濰閘組織核心結構概述(1)組織核心結構概述(1)CRITICALELEMENTSFORIMPACTSu5Weonlyachieveimpactwhentheorganizationsweservearesuccessfulinimplementingthestrategiesandoperationalmethodswepropose.However,arecentsurveyofengagementsinwhichclientsfailedtoimplementproposedstrategiesfound,inthreecasesoutoffour,thattheclientorganizationwasnotchange-readyorevencapableofimplementingthestrategyweproposed.Toensurethatwehaveimpact,weneedtoconsiderorganizationalissuesaswedevisestrategies.Wemustchoosestrategiestheclientsarereadyandabletoimplementorcomplementourstrategyworkwithinvestmentinbuildingtheorganization’sskillssothattheorganizationcanstepuptothechallengethesuperiorstrategyposes..暫顧豈擂撤勃擋難極尼邀擲捂匙哥勒遂柜汞丸面臉繩擲匯娃歉兒縮祟晤亮組織核心結構概述(1)組織核心結構概述(1)Weonlyachieveimpactwhenth63OUTOF4STRATEGIESTHATFAILDOSOBECAUSEOFTHEORGANIZATION’SINABILITYTOEXECUTE100%=340responsesPercentMcKinseyrecommendationsflawedClientnotchange-readyorcommittedOrganizationlackedthecapabilitiestoexecutestrategyOther行懶謅喊跨釜蔫剃鄉謊拌質杉讀脈綜吉粳琴扣琳吼抱柳孵薄坯濺披踢明送組織核心結構概述(1)組織核心結構概述(1)3OUTOF4STRATEGIESTHATFAI7Thedemandfororganizationalworkisincreasing.Trendsinthemarketplaceandtheevolvingnatureofourclientslargelyexplainthisincreaseindemand.Thepaceofchangeinthemarketplaceisaccelerating.Astrategicchoiceoranoperationalinnovationevokesarapidreactionfromcompetitor.Rarelycanadurablecompetitiveadvantagebefoundinthesechoices.Ratheritisthedevelopmentofauniqueorganizationalcapabilitywiththeinherentflexibilityandcommitmenttosustainworld-classperformancethatprovidesdurablecompetitiveadvantageinthesetimesofrapidchange.Theclientsweservearechangingaswell.Theyhaveincreasinglyhiredin-housestrategiccapabilities.MosthavebuiltstrategyshopsclosetotheCEO.Few,however,havethein-housecapabilityandobjectivitytodotheorganizationalworkrequiredtomakechangehappen.臥锨孔副具乘矛樂曳噸引雌暇勤渝敵異承海炮蓑沈洋迫漂泄維乳榔掃字惠組織核心結構概述(1)組織核心結構概述(1)Thedemandfororganizational8ORGANIZATIONALWORKGROWINGINIMPORTANCEEvolvingmarketplaceQuickeningpaceofstrategicadaptationDurablecompetitiveadvantageoftenrootedinuniqueorganizationalcapabilitiesEvolvingplayersManybusinessesacquiringin-housestrategiccapabilityMakingchangehappenremainsthe“neglectedart”McKinsey’sengagementmixPercentoftimeIncreasingdemandforhelpwithorganizationissuesandchangemanagementCraftingtheanswerHelpingimplementchange10yearsagoTodaySource:Surveyof23MGMsacrosstheFirm胖輕濱伙擻譽礁契桶辨則頑婦丑撈泉恰焦霍窟尹貧冠簾彥斤圃銻揚娩腥煉組織核心結構概述(1)組織核心結構概述(1)ORGANIZATIONALWORKGROWINGIN9Therecentevolutioninourclientshasnotbeenmissedbyourcompetitors.Eachofourcompetitorshasrecentlyintroducedabrandedorganizationalelementtotheirportfolio.Theirorganizationalexpertisefiguresprominentlyintheirmarketingcampaigns.躁懶占銳夏愈恍呢遇編惦扭惠撂肋咽爬繼琺乖賜舶書靠緊癢跨喘鼓不耶蘆組織核心結構概述(1)組織核心結構概述(1)Therecentevolutioninourcl10COMPETITORSHAVEBRANDEDORGANIZATIONTOOLSConsultingfirm

ProductClientexampleBCGTime–basedcompetitionGEGeneralSystemsProcessredesignUPRRBoozAllenContinuousimprovementExxonUnitedResearchProcessredesignandfacilitationMobilDeltaPointTransformationalchangeSmithKlineBeecham潘利伐漓氏妻湍拘邯笛癢搽覆鬼丙它謗傻廄禱盲呼誹狂霸拌謗慧口汀胸吳組織核心結構概述(1)組織核心結構概述(1)COMPETITORSHAVEBRANDEDORGAN11McKinsey’sconsultingapproachmustevolveasourclientsevolve.Thesechangesprovokeashiftinthenatureofourworkandanevolutionoftheroleoftheassociateonengagements.Theincreaseddemandfororganizationalworkimpactsassociatesdirectly.Associatesaredrawnintoleadershiprolesonlargerteamsatanearlierpointintheircareers.ThisplacesgreateremphasisontheneedforassociatestodevelopquitesoonafterjoiningMcKinsey-superbteamleadershipskills.胸伸委雕竹膘時氰夏形主支省宴尸賣涸糙沿瘩蠟席暈盞褒干霞汪日墊狡佛組織核心結構概述(1)組織核心結構概述(1)McKinsey’sconsultingapproach12EVOLUTIONINMcKINSEY’SAPPROACH*Surveyof23MGMsacrosstheFirmFrom…

To…“Theanswer”Solvingforthe“answer”andthechangeprocessManagingclientteamsBuildingclientcapabilitiesSmall,analyticallyfocusedteams

––averageclientteamof3*Multiple,highlyleveragedMcKinsey/clientteams—Averageclientteamof10*CEOcounselingbyseniorpeopleCoachingandfeedbackatalllevels慨努待粘機疇淀侗糙歪預滁脅贅諒摹助伍疹搐保叼跟霧傈雖氏樟敝檻總枉組織核心結構概述(1)組織核心結構概述(1)EVOLUTIONINMcKINSEY’SAPPROA13Beforewediveintotheorganizationmaterials,weshouldannounceonecriticalcaveat:theframeworksyouareabouttoseeareonlyasgoodasthejudgmentandinsightusedtofillthemout.Theframeworksareoftenmerechecklists,usefultoolstoensureyoudonotoverlookakeydimension.TheOPcanprovideinterviewguidesandquestionnairesthatyoucanusetofleshouttheframeworks,aswellasappliedexamplesinarangeofsettings.However,almostallorganizationalissuesare“situationdependent”,andalmostallclientsettingsareunique.Yourjudgment,insight,creativity,andorganizationalacumenwilldeterminewhetheryouaddvalueintheclientsetting.璃馴蹦狗尼審癰務辣彝遂酵吧湍牟泵歡喇醋希問庚薛螞刑念瀉觀吐囤署途組織核心結構概述(1)組織核心結構概述(1)Beforewediveintotheorgani14ACRITICALCAVEAT“Garbagein,garbageout”OrganizationalpracticeframeworksChecklistsSurveys,questionnairesAppliedexamplesGarbageGoodjudgment,keeninsight,creativity,organizationalacumenGarbageClientimpactCONCEPTUAL苫沁眼惋款譚橇塞著扦說濘阻籬臘況條街碼植瓦窿擰芭統懾衡扇橢耍耕婪組織核心結構概述(1)組織核心結構概述(1)ACRITICALCAVEAT“Garbagein,15Aseriesofframeworksareavailabletohelpclientsidentifyandaddressorganizationallimitsoneffectivenessorobstaclestochange.Theyalsopointtowardsolutions.Theseframeworkshelpteamsanswertwofundamentalquestions:?Whatchangeisneeded??Howshouldtheclientimplementthechange?TheOPhasderivedasetofsixattributesthatcharacterizehigh-performingorganizations(HPO).Byassessingwhetheryourclientorganizationexhibitsthesesixattributes,youcandiagnosewhetheranorganizationalperformancegapexistsaswell.Additionally,the7-Sswillhelpyouidentifystrengthsanddeficienciesintheorganization.The7-Ssfocusteamsonaligningstructure,staff,systems,andstyletopromotebehavioralchangeandbuildskillsinpivotaljobholders.Bycontrastingtherequiredskillset(atboththeorganizationandthepivotaljobholderlevel)withthecurrentskillset,youcanoftenclarifytheorganizationalgapthatexists.Youcompletethediagnosticbyfillingoutthechangeboard.Thatexercisehelpsteamsunderstandtheorganizationalskilldeficitsorresistancetochangesotheycandeliberatelyplantobuildthenecessaryskillsandwillingnesstochangeintheorganization.Oncethegapshavebeenidentified,theteamneedstolayoutachangeprogramtoclosethegaps.Thetransformationtrianglehighlightsthethreecriticaldimensionsofanyeffectivechangeprogram-topdown,bottomup,cross-functional.Theproperbalanceamongthesedimensionsdependsonthegap,theclientsetting,andthecompetitivecontext.Everychangeprogramcontainssomemixofsixfundamentalenergizingelements.Eachmustbeconsideredaswedesignchangeprograms.Thissectionofthehandbookwilldiscusseachframeworkinturn.令陪唉貌峙跡險曼息鋇霓散瑚陽殆珠共佩每苦趟誤摳殺熾捍猿屜費倆綱嘗組織核心結構概述(1)組織核心結構概述(1)Aseriesofframeworksareava16COREFRAMEWORKSHigh-performingorganizationattributesVisionPerfor-manceCEOledPeopleSkillsSimple7-SframeworkWinningformulaPivotaljobsDesignleversOrganizationalstructureWhatchangeisneeded?Howshouldtheclientmakechangehappen?Whatgapsinorganizationalperformanceexist?Whatorganizationalchallengesexist?Whatinitiativescomprisethechangeprogram?Howdowecreateenergyforthechangeprogram?StrategySkillsSharedvaluesVISIONStaffManagementsystemsLeadershipstyleChangeboardAgenda/platformDirectionsettingStructuringBottom-upenergizingTransformationtrianglePerformancemanagementVisionandleadershipcommunicationOrganizationalinfrastructurePeopledevelopmentProblemsolvingprocessEnergizingelements劣腺扮盟擅魔予蛇賄嚇髓姚描批蛹陋劇琉眩讀胳竊塑勻娛性嗅竭雖錘贛瓶組織核心結構概述(1)組織核心結構概述(1)COREFRAMEWORKSHigh-performing17TheOPundertookastudyof10high-performingcompanies,trueindustryleaders,thatweknewverywell.Thecompanieshadsustainedpace-settingperformanceintheirrespectiveindustriesover2decades.These10HPOssharedsixmanagementattributes,eachofwhichfocusesonperformance.BycomparingyourclientorganizationtotheseHPOs,youmayidentifyopportunitiestoimproveyourclientorganization.鄖誰緘壓檬膚方筐熏搏閩會陵東憎掂垢珊貞椽沼猜氖媚交擴綠選儲桃儒咀組織核心結構概述(1)組織核心結構概述(1)TheOPundertookastudyof1018“HIGH-PERFORMANCECOMPANY”ATTRIBUTESDrivenbyleadersAlignedbysimplestructuresandcoreprocessesBasedonworld-classskillsRejuvenatedbywell-developedpeoplesystemsBuiltbyrelentlesspursuitofbefore-the-factstrategies/visionEnergizedbyanextraordinarilyintense,performance-drivenenvironmentWhatchangeisneeded?Howshouldtheclientmakechangehappen?OrganizationalchallengesInitiativesEnergizingelementsGapsinperformance夾樹詩鴛胞耳淫俘魂污磨擱壘恩匙玫吠病現譚坷逞惑當唁癸皺補剪蘑正灼組織核心結構概述(1)組織核心結構概述(1)“HIGH-PERFORMANCECOMPANY”ATT19Thefirstthreeofthesixcommonmanagementattributes:?Drivenbyleaders.Theleadersofthesecompanieshadveryhighperformanceaspirations.Fortheseleaderstherewasnosuchnotionas“goodenough”.Atthecenteroftheseleadershipgroups,weconsistentlyfounddemanding,unreasonableCEOs.?Builtbyrelentlessbefore-the-factstrategies/visions.HPOsspendtheirtimelookingforward,notback.Theirstrategiesdriverelentlesslyforbothprofitabilityandgrowth.?Energizedbyanextraordinarilyintense,performance-drivenenvironment.HPOshaveademanding,occasionallypunishing,workpace.Thereisrealaccountability,especiallyatthetop.HPOs,whilebeingverygoodplacestowork,arenotalwaysniceplacestowork.銘文穎蜂慘共軸掠謬陳捷禾離條層黃睫繃磋賄囊仙皿悔利檸榆籌私蜘陸閃組織核心結構概述(1)組織核心結構概述(1)Thefirstthreeofthesixcom20ATTRIBUTESOFANHPODrivenbyleaderVeryhighperformanceaspirationsheldbyallkeyleadersDemanding,“unreasonable”CEOsEffectiveworkinggroupattopAbilitytopenetratetomicro-leveloftheirbusinessesSingle-mindedadherencetosimple,clearsuccessmeasures-notjustfinancialProductive“fearoffailure”Builtbyrelentlesspursuitofbefore-the-factstrategies/visionHighlymotivating,ifnotinspiring,“end”stateFrequentlyorientedtowardindustryleadershipConsistentlystrivingforbothprofitabilityandgrowthPassionatedefendersofcorebusinessesUnderstandingofhowindustry(s)works,whatcustomerswant,andwhatcompetitorscando-andhowthesemightchangeEnergizedbyanextraordi-narilyintense,performancedrivenenvironmentDemanding,occasionallypunishing,workpace;oncallallthetimeRealfollow-throughonaccountability–especiallyatthetopAggressivelearningfromthingsthatdonotwork“good”placestoworkbutnotalways“nice”PerformanceshortfallschangecareersMembersfeelrewardedbybeingpartofwinninginstitution柜呀澀厘飼秧翌仔貓陋房勉拼薯銑傅郵粉炳紙抨何匣燭絞橋言恩經褪綸障組織核心結構概述(1)組織核心結構概述(1)ATTRIBUTESOFANHPODrivenby21Thelastthreecommonmanagementattributesfocusonstructure,skills,andsystems:?Alignedbysimplestructuresandcoreprocesses.HPOsalignauthority,accountability,andperformancechallenges.Linesofcommunicationandapprovalaresimpleandaremirroredfromonedivisiontothenext.?Basedonworld-classskills.HPOsareworldclassinatleastonecriticalskilloftheirindustry,e.g.,productdevelopmentinhightechnology,riskmanagementinwholesalebanking,direct-to-storedeliveryinconsumergoods,best-costmanufacturing.Additionally,HPOsexhibitsuperiorprocessmanagementskillsthatinandofthemselvesbecomeasourceofcompetitiveadvantage.?Rejuvenatedbywell-developedpeoplesystems.TheCEOinthesecompaniesistheChiefPersonnelOfficer.TheCEOinteractsregularlywiththeentireleadershipgroup,understandstheindividualdevelopmentneedsandgoals,andleadsstaffingreviews.港杖陜瞇幢魄并約龜寐瓊坷緩忽閡養驗罕駒裹摘恨足伊桿膏底云關德池關組織核心結構概述(1)組織核心結構概述(1)Thelastthreecommonmanageme22ATTRIBUTESOFANHPO(CONTINUED)AlignedbysimplestructuresandcoreprocessesStraightforwardalignmentofauthority,accountability,andperformancechallengesUncomplicatedlinesofcommunicationandapproval–linetolineSimilarinternalstructuralunitsandkeymanagementprocessesacrossthecompanyMinimalcriticalstaffreviewsRegularcalendarofkeymanagementprocessesandcommunicationBasedonworld-classcompanyskillsDomanythingswell,butatleast1functionalskillatworld-classcompetencelevelunderpinsstrategyAlsofocusonbuildingcorporateskillinthewaytheyruntheplaceCompanykeymanagementprocessesviewedasrealcompetitiveadvantageRejuvenatedbywell-developedpeoplesystemsCEOisChiefPersonnelOfficerClearfocusonperformanceandmotivation–successfullong-termwealth-buildingprogramsseemkeyManagementprocessesensureleadershave“informed”viewofkeycontributors2-3levelsdownCEOleadsannual“staffingreview”–bestpeople/teamsinmostcritical/demandingjobs“Benchstrength”isatoppriority杰蘋灣蔗菩佬沛駒厲遂集瞎因驟荔勇燕悸蹲認囊帝鍍蟻關瞻允槐呀荔媳亨組織核心結構概述(1)組織核心結構概述(1)ATTRIBUTESOFANHPO(CONTINUE23TheHPOresearchfoundsomethingelsecommontotheHPOs:all10wereexperimentingwithself-governance.Self-governanceintheseHPOsmeansempowermentwithaccountability.TheHPOssharethecommoncharacteristicofinvolving“awiderangeof“or“broadcross-sectionof”employeesindrivingforimprovedperformance.Theirgoalistoimbueeveryemployeewithanowner’smind-set.Self–governanceintheseHPOsisdifferentfromthatpracticedinother“engagedandempowered”companies.InHPOsthesingle-mindedobjectiveofempowermentisperformance.Inthematrixbelow,theHPOswestudiedwereallinthetophalfofthematrix(highperformance);manywerereaching,inaddition,fortheright-handsideofthematrix(engagedandempowered).喪鼠俐撅汲魂北懲疤念珍慮慨尿跺湯核撰忘掣脯毅斷締根銥適亡欠煤孟守組織核心結構概述(1)組織核心結構概述(1)TheHPOresearchfoundsomethi24PERFORMANCEANDEMPOWERMENTATHPOsHPOsPerformance-focused,top-down-drivenorganizationsPerformance-driven,empowered,andaccountableorganizationsHierarchical,command-andcontrol-oriented,“entitled”organizationsActivity-driven,“engagedandempowered”organizationsCommandandcontrolEngageandempowerHighLowAveragePerformanceManagementapproach銘淖伏胎亢瓊溢乎醉實優薯臺男渺五涼賦種梅鬼掌樣拆自慧閹酞匯營碌拋組織核心結構概述(1)組織核心結構概述(1)PERFORMANCEANDEMPOWERMENTAT25Mostlargecompaniesstartoutinthelowerleft-handcornerofthematrix(lowperformanceandcommand-and-controlmanagementapproach).WediscoveredthatHPOsthathavesuccessfullytransitionedtotheupperright-handcornerhavefirstachievedhighperformanceandthenexperimentedwithandadoptedempowerment.Empowermentwithoutfirstestablishingatrueperformanceethicinthecompanytendstoresultincontinuedlowperformance.Ifyourclientfallsinthelowerleft-handcornerofthismatrix,itneedstoconcentratefirstonbuildingatrueperformanceethic.Empowerment,alone,isunlikelytoyieldperformanceimprovement.捏矩摩丈咳拽粱驟編嚙漠譽片怨四稀郝獄翹進蜀谷螺省瞳碴謄猜琢逼顛汀組織核心結構概述(1)組織核心結構概述(1)Mostlargecompaniesstartout26TRANSFORMATIONPATHPathfollowedbyhigh-performancecompaniesPathexperiencedbycompaniesthatfailtoinstillperformanceethicfirstEmersonPepsicoSonocoSunTrustVF3MGEHallmarkJohnson&JohnsonManyhighperfor-mers”onthejourney”MostcompaniesBPFP&LWallaceCommandandcontrolEngageandempowerHighLowAveragePerformanceManagementapproach升些傀分階亨猶碰脈淖件架揮壯勵曉捶銜顏如招連顆亂循斬彈溯時橡包等組織核心結構概述(1)組織核心結構概述(1)TRANSFORMATIONPATHPathfollow27Asdiscussedabove,thefirstphaseoftheorganizationdiagnosticidentifiesperformancegaps.Thesecondphasefocusesonidentifyingorganizationalissuesandimpedimentstochange.Theframeworkmostcommonlyusedtoidentifyorganizationalissuesincludessevenbucketsthatstartwith“S”.Strategy.Anintegratedsetofactionsthatdeliverasuperiorvaluetoasetofcustomerswithacoststructureallowingexcellentcontinuingreturns.Institutionalskills.End-resultactivitiesthecompanymustbereallygoodatinordertodeliverthevalueproposition.Sharedvalues.Simple,agreed-uponprinciplesthatsaywhatisimportantaroundhere.Takentogether,thefirst3-Ssdefinethecompany’svision:anoverridinggoalthatpeopleintheorganizationstrivetoachieve;thatischallenging,valuable,andexcitingtothem;andvaluableanddifferentiatedtotheintendedcustomer.Toachievethevision,thecompanymustdesignandalignleverstoguidethebehaviorofthoseholdingpivotaljobsclosetothefrontline–i.e.,thosewhodirectlyaffectdeliveryofvaluetothecustomer.Organizationalstructure.Anorderlyandpredictablesystemtodeterminewhoreportstowhomandhowtasksaredividedupandintegrated.Staff.Thepeopleintheorganizationconsideredintermsoftheircapabilities,experience,andpotential.Managementsystems.Theprocessesandproceduresthroughwhichthingsgetdoneday-to-day.Leadershipstyle.Thewayleadersfocustheirtimeandattentionandthepersonaltonetheyset.瞎妻衰出昏孰撇滾菜炯罷邀女修伍旺荊將鴦譯并張孽澄蒸現銳藍鐳匆谷笛組織核心結構概述(1)組織核心結構概述(1)Asdiscussedabove,thefirst287-SFRAMEWORKWhatchangeisneeded?Howshouldtheclientmakechangehappen?GapsinperformanceOrganizationalchallengesinitiativesOrganizationalchallengesEnergizingelementsWinningformulaPivotaljobsDesignleversOrganizationalstructureManagementsystemsLeadershipstyleStaffStrategySkillsSharedvaluesVISION便劣噎埠親哈忍螺部腕裝較泉朔絲棲胰眷略伸行鄭熱塞低脈撕鳥均澡溜嗆組織核心結構概述(1)組織核心結構概述(1)7-SFRAMEWORKWhatchangeisne29Attheheartofwemeanbyorganizationalperformanceisa“winningformula”creatingacombinationofstrategy,skills,andsharedvaluestocarryoutanorganizationalpurpose.Whatlinkstheseelementstogether(the“overlap”)istheorganization’svision:Thevisionistheoverridinggoaloftheorganization–theplacewherestrategy,skills,andsharedvaluesintersect.Itisthesingle,noblepurposethatguidesorganizationalprioritiesandgivesmeaningtotheday-to-dayactivityofthestaff.Forexample,McDonald’shasavision-driven“winningformula,”asdescribedbelow.百蕩催堆跳蠶縛也逆創肄肇有烈沈君遭阿黃彝賤歌福剩插衡棠爛視假篙語組織核心結構概述(1)組織核心結構概述(1)Attheheartofwemeanbyorg30McDONALD’SWINNINGFORMULAVision:

tobecometheleadingrestaurantchainintheworldStrategySharedvaluesSkillsConvenientGoodqualityConsistentFamily-orientedenvironmentFairvalueQualitycontroloverallaspectsofbusinessSuperiorsiteselectionContinuousnewproductdevelopmentStrongpromotionofproductsandMcDonald’simageQualityServiceCleanlinessprice僻切撿營榆增簾框胰邁冗河卉捐徹恨材腑爐痰詢些灤韻渡碗服鉻肖羔沫擺組織核心結構概述(1)組織核心結構概述(1)McDONALD’SWINNINGFORMULAVisi31Organizationsusuallychangeinresponsetodiscontinuities–eitherexternalshocks(suchasderegulation)orinternalchanges(suchasnewleadership)thatmakeitclearthattheold,“grooved”wayofdoingthingsisnolongerwinning.Thesuccessfuloneswillcreateanewwinningformulathatisbasedonchangesinstrategy,newerorstrongerskills,and/orsharedvalues.Contrastingthenewwinningformulatotheoldformulaidentifiesandgaugesthechangethattheorganizationisconsideringanddefinesthevisionforthechangeprogram.Achangevisionisacreedthatsummarizeswhatanorganizationistryingtobecomeandwhy.Assuch,itguidesorganizationalprioritiesbyredefiningandrecombiningbusinessobjectives,requiredinstitutionalskills,andcorporatevaluesaboutwhatisimportantaroundhere.Achangevisionisattheheartoftopmanagement’sroleinimprovingperformanceandisoftenthefirststep.Itprovidesthevitalbridgebetweentheinitialdissatisfactionwiththestatusquoandthefirstpracticalstepstakeninachangeprogram–thearticulationofacleartargetthatrepresentssomethingbetterthatisbothlogicallysoundandemotionallyappealing.靖學址楞譚蔡馴碴恬冗奶摟督餃閘題蕩潭署嚙挨鋤甄避稚州帕出詳贓浴吳組織核心結構概述(1)組織核心結構概述(1)Organizationsusuallychangei32IMPROVINGORGANIZATIONALPERFORMANCEGroovedRedirectedUnfrozenDiscontinuitiesExternalshocksNewcompetitors,economicsNewtechnologiesDeregulationInternalchangesNewaspirationsNewleaderMajorchangethroughpeopleStrategySkillsSharedvaluesVISIONNewstrategyNeworstrongerskillsSharedvaluesCHANGEVISION拿駕嗎打解晌啃登衡列抱峨挫留振注號林燎翻極鹼粟嘔尚賴乒傷芬呸藍瘴組織核心結構概述(1)組織核心結構概述(1)IMPROVINGORGANIZATIONALPERFO33Certainkeypeopleintheorganizationholdpositionsthatdeterminesuccessorfailureininstitutinganewstrategy,skill,orsharedvalue.Thesepeoplefillwhatwecallpivotaljobs.Wewillonlysucceedinimplementingthechangevisionifwesucceedinchangingthebehaviorofpivotaljobholders.AtMcDonald’s,forexample,pivotaljobsincludethecentralizedpurchasersofallrawmaterialsforallstores,thestoremanagers,andthehourlyemployeeswhotakeandassembleorders.謄庚癡嘴木輻衛承喊谷靈隆妄曠右通奉鄲澇俯胖譚充筍粒糠淄兵煩供閥筑組織核心結構概述(1)組織核心結構概述(1)Certainkeypeopleintheorga34PIVOTALJOBS

WhatpeoplemustdoWhatarethey?Positionsthathavedirectimpactondeliveryofvaluetothecustomer.Typicallythey-Designtheproduct-Maketheproduct-SelltheproductPositionsthatmustcapablymasternewskillsWherearethey?Closetothefrontline仟往袱充之域駁眨謊民滴翅銑擁極蘊茹數晝膳者獲炔飲旱羞仟要哀丁扼鯉組織核心結構概述(1)組織核心結構概述(1)PIVOTALJOBS

Whatpeoplemust35Inarecentstudyatachainstoreretailer,thechangevisionincludedasignificantimprovementinin-storeconvenience.Twopositionswereidentifiedaspivotaljobs–thestoremanagerandtheareaoperationsmanager.Thisstudyemployedacontrastanalysisintwoforms.Thefirstconsideredeachelementofbehavioranddefinedhowthenewbehaviorwouldneedtodifferfromcurrentpractices.Abehaviorcontrastanalysisoftenproveshelpfulindefiningpreciselyhowthepivotaljob-holdersneedtochange.股郝迄蒼藥脹付藏謹炸幾倚以囑擒攻股炔招靠陡閑賭與子史綻琵奇芒篆址組織核心結構概述(1)組織核心結構概述(1)Inarecentstudyatachains36CONTRASTANALYSIS

Pivotaljobs:storemanager,chainretailerElements

OldbehaviorNewbehaviorUseoftimeSpendmajorityoftimeondailyroutinetasks–unloadingtrucks,stockingshelves,etc.Devotemuchmoreattentiontotraining/coaching,evaluating/experimentingwithpricing,staffing,merchandisingJobobjectiveEnsurethatday-todaystoreoperationsrunsmoothlyManagestoreprofitabilityandimplementationofnewconveniencestrategyCriticalskillsConscientious,responsibleBasicmathandwritingskillsOldskills,plus…GoodinstinctsabouthowtoaffectprofitsLeadershipqualitiesCriteriaTaskcompletionFinancialperformanceOldcriteriaplusaddedemphasison…CustomerserviceInventorymanagementStoreappearance殷歸若暑袍豫侶酵時寓筑傣虞炔懊劍輝杉冬帆責嘆牢牡潰眷國候尉欲何邪組織核心結構概述(1)組織核心結構概述(1)CONTRASTANALYSIS

Pivotaljobs37Thesecondanalysiscontrastedthepercentageoftimespentoncriticaltasksundercurrentpracticesandenvisionedinthefuture.霍析胎家詛船豁們雌淆霸俠魂硼溝訝痹庇挖穆田惺詢曲型羊田舵橙滲耐婚組織核心結構概述(1)組織核心結構概述(1)Thesecondanalysiscontrasted38CONTRASTANALYSISBYPERCENTAGEOFTIMESPENT

Pivotaljob:areaoperationsmanager100%CurrentProposedTailorproducts,services,pricing,andpr