Strategy & Management Models by Operational Excellence Consulting

© Operational Excellence Consulting. All rights reserved.
This presentation is a collection of PowerPoint diagrams and
templates used to convey 40 different strategy and business
management models and frameworks.
Strategy & Management
Models
Diagrams and Templates of Strategy & Business
Management Models & Frameworks

© Operational Excellence Consulting. All rights reserved. 2
Contents
1. Strategic Business Planning Methodology
2. Strategic Dialog
3. Blue Ocean Strategy
4. Ansoff’s Growth Matrix
5. The BCG Matrix
6. Treacy & Wiersema Value Disciplines
7. Greiner’s Growth Model
8. PEST Analysis
9. SWOT Analysis
10. Porter’s Five Forces
11. Value Chain Model
12. Value-based Management
13. Hoshin Kanri Strategy Deployment Model
14. TRADE Benchmarking Model
15. The McKinsey 7-S Framework
16. Curry’s Pyramid
17. 4 Ps Marketing Mix
18. MABA Analysis
19. The Branding Pentagram
20. Balanced Scorecard
21. Baldrige Performance Excellence Model
22. EFQM Excellence Model
23. Business Process Redesign
24. Lean Management Model (TPS)
25. Lean Leadership & Kaizen Model
26. Kraljic’s Purchasing Model
27. Six Sigma Quality Management
28. Value Stream Mapping
29. The Deming Cycle
30. PDCA Problem Solving
31. Cause & Effect Diagram
32. Strategic HRM Model
33. Ulrich’s HR Competency Model
34. Hofstede’s Cultural Dimensions
35. Beer & Nohria’s E & O Theories
36. De Bono’s Six Thinking Hats
37. Senge’s Five Disciplines
38. Covey’s 7 Habits Model
39. Kotter’s Eight Phases of Change
40. SERQUAL Model (RATER)
NOTE: This is a PARTIAL PREVIEW. To
download the complete presentation, please visit:
http://www.oeconsulting.com.sg

The strategic business planning methodology provides a blueprint for
achieving the organization’s future state vision
Implementation
Formulation
Business
Strategy
Development
Business
Visioning
Strategic
Business
Review
Strategic Business Planning Methodology

The strategic dialog is a generic seven-step model for formulating
and progressing strategy and consists of three key questions
Source: Berenschot
Strategic Dialog
1 Strategic
window
7 Implementation
and monitoring
6 Elaboration
and planning
5 Appreciation
and strategic
choices
4 Synthesis
and options
2 External
analysis
3 Internal
analysis
Communication
Phase 1:
What does my playing field look like?
Phase 2:
Which game(s) do I want to play?
Phase 3:
How do I play a successful game?

Value Innovation is the cornerstone of Blue Ocean Strategy – placing
equal emphasis on value and innovation
Blue Ocean Strategy - The Four Actions Framework
Eliminate
Reduce
Raise
Create
COST
VALUE
Value
Innovation
Reduce
cost
Increase
customer
value
Source: C. Kim, R. Mauborgne

The Ansoff Growth Matrix offers a logical way of determining the scope
and direction of a firm’s strategic development in the marketplace
Ansoff’s Growth Matrix
Source: Ansoff
Product
Development
Market
Penetration
Market
Development
Diversification
Product
Market
NewExisting
NewExisting

The BCG Matrix is a strategic tool to identify the profit and growth
potential of each business unit as a company
The BCG Matrix
?Analyze
Divest Milk
Market Share
MarketGrowth
High
HighLow
Low
Invest
Source: BCG

There are three generic value disciplines that enable an organization
to deliver to its customers
Treacy & Wiersema Value Disciplines
Source: Treacy & Wiersema
Performance level of
market leaders
Minimal performance
level in the industry
Product
leadership
Customer
intimacy
Operational
excellence

Greiner’s growth model describes the phases that organizations pass
through as they grow, regardless of the type of organization
Source: Larry Greiner
Greiner’s Growth Model
Time
Phase 1
Growth
through
creativity
OrganizationSize
Phase 6
Growth
through
alliances
Phase 5
Growth
through
collaboration
Phase 4
Growth
through co-
ordination
Phase 3
Growth
through
delegation
Phase 2
Growth
through
direction

PEST Analysis helps to analyze the Political, Economic, Social and
Technological changes in the business environment
PEST Analysis
Economic Factors
E
Technological Factors
T
Social Factors
S
Political Factors
P
The
Organization

SWOT analysis is a structured planning method used in business to
evaluate the strengths, weaknesses, opportunities and threats
Harmful
to achieving the objective
Helpful
to achieving the objective
External
(attributesoftheenvironment)
Internal
(attributesoftheorganization)
Strengths
Analysis of the
organic business
Weaknesses
Analysis of
competitors
Opportunities Threats
Analysis of markets
and trends
Analysis of the business
environment
SWOT Analysis

Porter’s competitive analysis identifies five fundamental competitive
forces that determine the relative attractiveness of an industry
Bargaining
Power of
Suppliers
Bargaining
Power of
Customers
Threat
of New
Entrants
Rivalry
Among
existing
competitors
Threat
of
Substitutes
Threat of New Entry:
- Time and cost of entry
- Specialist knowledge
- Economies of scale
- Cost advantages
- Technology protection
- Barriers to entry
Competitive Rivalry:
- Number of competitors
- Quality differences
- Other differences
- Switching costs
- Customer loyalty
- Costs of leaving market
Supplier Power:
- Number of suppliers
- Size of suppliers
- Uniqueness of service
- Your ability to substitute
- Cost of changing
Threat of Substitution:
- Substitute performance
- Cost of change
Customer Power:
- Number of customers
- Size of each other
- Differences between
competitors
- Price sensitivity
- Ability to substitute
- Cost of changing
Source: Michael Porter
Porter’s Five Forces

The Value Chain Model enables a firm to gain insight into how to
maximize value creation while minimizing costs
Value Chain Model
Firm infrastructure
Human resource management
Technological development
Procurement
Inbound
logistics
Service
Operations
Outbound
logistics
Marketingand
sales
Primary
activities
Support
activities

Hoshin Kanri Strategy Deployment Process focuses and aligns the
organization to the core objectives of the business
Source: Yoji Akao
Hoshin Kanri
Senior
Management
Implementation
Teams
Middle
Management
 Vision
 Objectives
 Strategy
 Resources
 Action
 Schedule
Measures
Hoshin
Plan

TRADE Benchmarking Methodology focuses on the exchange of
information and best practices for organizational improvement
TRADE Benchmarking Methodology
Terms of
Reference
Research Act Deploy Evaluate
Source: Center for Organizational Excellence Research (COER)
Evaluate the
benchmarking
process and
customers
Communicate
and implement
best practices
Undertake data
collection and
analysis
Research
current state
Plan the project

The McKinsey 7-S framework involves seven interdependent factors
which are categorized as either “hard” or “soft” elements
Source: McKinsey
McKinsey 7-S Framework
Structure
SystemsStyle
Staff
Skills Strategy
Shared
Values
Soft Elements
Hard Elements

Curry’s Pyramid of customer relationship management forces an
organization to segment customers in terms of revenue generation
Source: J. Curry & A. Curry, 2000
Curry’s Pyramid
A
(top)
B
(big)
C
(medium)
D
(small)
Inactive customers
Prospects
Suspects
Top 1% of customers
Next 4% of customers
Active versus inactive
(need timeframe)
Top versus small
(need measurement)
New versus existing

The 4 Ps (or marketing mix) is a description of the strategic position
of a product in the marketplace
4 Ps of Marketing
Source: Kotler, P. and Keller, K.L.
Do you actually
produce what your
customers want?
How much are your
customers willing to
pay?
Product
Price
Are your products
available in the right
quantities, in the right
place, at the right
time?
Place
How can you best
inform/educate groups
of customers about
your organization and
its products
Promotion
Marketing
Mix

The MABA analysis compares the relative market attractiveness (MA) of a
business activity or product-market combination with business
attractiveness (BA), as determined by the ability to operate in a specific
product-market combination
Source: Kotler, 2000
MABA Analysis
Business attractiveness
Marketattractiveness
High MA, but low BA
Least attractive
Highly attractive
High BA, but low MA
Relative small, but
attractive opportunity
Medium sized, quite
attractive market in
which the company
holds a 35% market
share
Large market, yet not
a very attractive
opportunity
Average
Note: By using a bubble instead of a dot, one may indicate the (relative) size of the market.
Additionally or alternatively, a slice of the pie could indicate the market share of the company.

The branding pentagram helps to translate corporate strategy into
branding policy
The Branding Pentagram
Source: M. Baker and S. Hart

The Balanced Scorecard focuses the entire organization on financial
and non-financial outcomes
FINANCIAL
BUSINESS PROCESSES
Vision
and
Strategy
To succeed financially, how
should we appear to our
shareholders?
LEARNING & GROWTH
CUSTOMERS
To achieve our vision, how will
we sustain our ability to change
and improve?
To achieve our vision, how
should we appear to our
customers?
To satisfy our shareholders and
customers, what business
processes must we excel at?
Source: Kaplan & Norton
The Balanced Scorecard

The Baldrige framework takes a holistic, systems approach in viewing an
organization’s performance management system across seven areas
Baldrige Excellence Framework
Leadership
Customers
Strategy
Operations
Workforce
Integration RESULTS
Measurement, Analysis & Knowledge Management
Organizational Profile
Source: National Institute of Standards & Technology (NIST)

Business Process Redesign (BPR) is the fundamental reconsideration
and radical redesign of organizational processes
Business Process Redesign Model
1.
Determine Scope
& Goal
3.
Install
Management
4.
Implement &
Integrate
Indicator for need:
 Conflicts
 Meetings
 Non-structure
communication
 Strategic dialog
Key elements:
 Focus on output
requirements
 Critical success
factors
 Efficiency
Key elements:
 Define
management tools
 Performance
measurement
 Learning
 Compensation
Key elements:
 Install
management
 Manage change
management
2.
Redesign Process
Structure
Source: Hammer & Campy, 1993

Lean management framework provides a holistic approach to
improving speed and quality
Source: Adapted from Toyota Production System
Lean Management Model (a.k.a. Toyota Production System)
Stability
Heijunka Standardized Work Kaizen
Just-In-Time
• Continuous flow
• Takt time
• Pull system
• Flexible workforce
Jidoka
• Separate man &
machine work
• Abnormality
Identification
• Poka yoke
Goals:
highest quality,
lowest cost, shortest lead times
Involvement
Stability
Standardization
Just-In-Time
Jidoka
Involvement
1
2
3
4
5
1
2
3 4
5

Six Sigma DMAIC is a data-driven improvement cycle used for
improving, optimizing and stabilizing business processes
Six Sigma
DMAIC
Roadmap
Improve
Measure
Analyze
Define
Control
Define the problem
or opportunity
Measure the current
performance and
capability
Analyse to identify
root causes
Improve by
implementing potential
solutions
Control by
standardizing solution
and monitoring
performance

• Creates an end-to-end view of the system
• Demonstrates interaction between material/work and information flow
• Provides a common visual language for understanding a complex system
Supplier
Management
Control
Customer
Work & Information Flow
Information flow
Value stream mapping provides a holistic view of the end-to-end
business process and highlights opportunities for improvement

The Deming or Plan-Do-Check-Act cycle provides a systematic
approach to process improvement
ACT
CHECK
DO
PLAN
Establish objectives
and processes
necessary to deliver
results in accordance
with customer
requirements
Monitor, measure,
analyze and report
results
Improve process
performance
Implement
the processes
Source: Adapted from W. E. Deming
Deming Cycle (PDCA)

PDCA problem solving process
Select the Theme
Plan the Schedule
Grasp the Present Situation
Establish the Target
Analyze the Cause & Identify Corrective Action
Implement Corrective Action
Evaluate the Result
Standardize & Follow-up
PLAN
ACT
CHECK
DO
1
2
3
4
5
6
7
8

The six sources of variability in a system are used to understand root
causes (Manufacturing)
Manpower
Methods
Machines
(or Equipment)
Measurement
Output
Materials
(or Information)
Environment
Causes Effect
Source: Kaoru Ishikawa
Cause & Effect Diagram (Manufacturing)

Ulrich’s HR Competency Model
Source: Dave Ulrich and Wayne Brockbank, 2012
Capability
Builder
Change
Champion
Technology
Proponent
HR
Innovator
& Integrator
Credible
Activist
Ulrich’s HR Competency Model

Long-term
Orientation
Masculinity/
Femininity
Individualism/Co
llectivism
Uncertainty
Avoidance
Power
Distance
Cultural
Differences
Hofstede’s cultural dimensions can be used to develop an effective
strategy to cooperate with people from various countries
Source: G. Hofstede
Hofstede’s Cultural Dimensions Model

De Bono’s thinking hats represents six ways of thinking about
strategies and helps us to see potential opportunities
Source: Edward de Bono
De Bono’s Six Thinking Hats
The White Hat - Facts
White hat thinking focuses on
data, facts, information known
or needed.
The Yellow Hat -
Benefits
Yellow hat thinking focuses on
values and benefits. Why
something may work.
The Red Hat - Feelings
Red hat thinking focuses on
feelings, hunches, gut instinct
and intuition.
The Black Hat - Cautions
Black hat thinking focuses on
difficulties, potential problems.
Why something may not work.
The Blue Hat - Process
Blue hat thinking focuses on
managing the thinking process,
focus, next steps, action plans.
The Green Hat - Creativity
Green hat thinking focuses on
creativity: possibilities, alternatives,
solutions, new ideas.

Senge’s Five Disciplines of a learning organization focuses on group
problem solving using systems thinking
Systems
Thinking
Personal
Mastery
Mental
Models
Building
Shared
Vision
Team
Learning
The
Learning
Organization
Source: The Fifth Discipline, Peter Senge

Covey’s Seven Habits is a powerful model for personal change and
leading change
Source: Stephen Covey
Interdependence
Independence
Dependence
PUBLIC
VICTORY
PRIVATE
VICTORY
1
Be
Proactive
2
Begin with
The End in Mind
3
Put First
Things First
Think
Win-Win
4
Seek First to Understand,
Then to Be
Understood
5
Synergize
6
7 Sharpen the Saw
Covey’s 7 Habits Model

Kotter’s Eight Phases of Change
Source: John Kotter
Need for
Change
Change
Behavior
Change
Direction
Change
Sustainability
1. Establish a
Sense of
Urgency
2. Form a
Powerful
Guiding
Coalition
3. Create a
Vision
4.
Communicate
the Vision
5. Empower
Others to Act
on the Vision
6. Plan for and
Create Short
Term Wins
7. Consolidate
Improvements
& Produce
More Change
8.
Institutionalize
New
Approaches
Committed
Leadership

Copyrights of all the pictures used in this presentation are held by their respective owners.

Other Presentations You May Like…
Check out our presentations catalog at http://www.oeconsulting.com.sg/#!training-presentations/c1les

About Operational Excellence
Consulting

About Operational Excellence
Consulting
• Operational Excellence Consulting is a management
training and consulting firm that assists organizations in
improving business performance and effectiveness.
• The firm’s mission is to create business value for
organizations through innovative operational excellence
management training and consulting solutions.
• OEC takes a unique “beyond the tools” approach to enable
clients develop internal capabilities and cultural
transformation to achieve sustainable world-class excellence
and competitive advantage. For more information, please visit
www.oeconsulting.com.sg

To download this presentation,
please visit us at:
www.oeconsulting.com.sg
END OF PARTIAL PREVIEW

Strategy & Management Models by Operational Excellence Consulting

Recomendados

Recomendados

Mais conteúdo relacionado

Mais de Operational Excellence Consulting

Mais de Operational Excellence Consulting (20)

Último

Último (20)

Strategy & Management Models by Operational Excellence Consulting

Notas do Editor