麥肯錫分析問題的框架和思路翻譯

麥肯錫分析問題的框架和思路翻譯戰(zhàn)略(strategy):AcoherentsetofactionsaimedatgainingasustainableadvantageoverCompetition.戰(zhàn)略是企業(yè)根據(jù)內外環(huán)境及可取得資源的情況，為求得企業(yè)生存和長期穩(wěn)定地發(fā)展，對企業(yè)發(fā)展目標、達到目標的途徑和手段的總體謀劃，是一系列戰(zhàn)略決策。為選定顧客群提供突出價值的一整套行動，其成本結構有利于持續(xù)獲得優(yōu)異回報。

結構(Structure):Theorganizationchartandaccompanyingbaggagethatshowwhoreportstowhomandhowtasksarebothdividedupandintegrated.結構即企業(yè)的目標、協(xié)同、人員、職位、相互關系、信息等組織要素的有效排列組合方式。就是將企業(yè)的目標任務分解到職位，再把職位綜合到部門，由眾多的部門組成垂直的權利系統(tǒng)和水平分工協(xié)作系統(tǒng)的一個有機的整體。一個有序的、可預測的系統(tǒng)，它決定誰向誰報告，以及任務如何分解和整合。制度(Systems):Theprocessesandproceduresthroughwhichthingsgetdonefromday-to-day.通過日常事情制定進程和程序。風格(Style)：Thewaymanagerscollectivelybehavewithrespecttouseoftime,attentionandsymbolicactions.管理人員集體的行為方式方面的使用時間，注意和象征性的行動。共同的價值觀(SharedValues)：Thoseideasofwhatisrightanddesirable(incorporateand/orindividualbehavior)whicharetypicaloftheorganizationandcommontomostofitsmembers。由企業(yè)成員共同的價值觀念具有導向、約束、凝聚、激勵及輻射作用，可以激發(fā)全體員工的熱情，統(tǒng)一企業(yè)成員的意志和欲望，齊心協(xié)力地為實現(xiàn)企業(yè)的戰(zhàn)略目標而努力。這就需要企業(yè)在準備戰(zhàn)略實施時，要通過各種手段進行宣傳，使企業(yè)的所有成員都能夠理解它、掌握它，并用它來指導自己的行動。這些思想什么是正確和可取的（在企業(yè)和/或個人行為）這是典型的組織和共同的大部分成員。人員(Staff)：Thepeopleintheorganization,consideredintermsofcorporatedemographics,notindividualpersonalities。組織中的人們，是按組織人口統(tǒng)計學而不是個體的個性來考慮的。技能(Skills)：Capabilitiespossessedbytheorganizationasawholeasdistinctfromtheindividuals.Somecompaniesperformextraordinaryfeatswithordinarypeople。組織作為一個整體所擁有的能力與個人的能力截然不同。一些公司使用普通人但表現(xiàn)超常的整體技能。在執(zhí)行公司戰(zhàn)略時，需要員工掌握一定的技能，這有賴于嚴格、系統(tǒng)的培訓。每個人都要經(jīng)過嚴格的訓練，才能成為優(yōu)秀的人才。SystemsThewaymanagerscollectivelybehavewithrespecttouseoftime,attention,andsymbolicactionsThepeopleintheorganization,consideredintermsofcorporatedemographics,notindividualpersonalitiesTheorganizationchartandaccompanyingbaggagethatshowwhoreportstowhomandhowtasksarebothdividedupandintegratedThoseideasofwhatisrightanddesirable(incorporateand/orindividualbehavior)whicharetypicaloftheorganizationandcommontomostofitsmembersTheprocessesandproceduresthroughwhichthingsgetdonefromdaytodayAcoherentsetofactionsaimedatgainingasustainableadvantageovercompetitionStrategyCapabilitiespossessedbytheorganizationasawholeasdistinctfromtheindividuals.SomecompaniesperformextraordinaryfeatswithordinarypeopleSkillsStaffStyleSharedValuesStructureAcoherentsetofactionsaimedatgainingasustainableadvantageovercompetitionThoseideasofwhatisrightanddesirable(incorporateand/orindividualbehavior)whicharetypicaloftheorganizationandcommontomostofitsmembersTheorganizationchartandaccompanyingbaggagethatshowwhoreportstowhomandhowtasksarebothdividedupandintegratedThewaymanagerscollectivelybehavewithrespecttouseoftime,attentionandsymbolicactionsTheprocessesandproceduresthroughwhichthingsgetdonefromday-to-dayThepeopleintheorganization,consideredintermsofcorporatedemographics,notindividualpersonalitiesSkillsSharedvaluesStrategyStaffStructureSystemsCapabilitiespossessedbytheorganizationasawholeasdistinctfromtheindividuals.SomecompaniesperformextraordinaryfeatswithordinarypeopleStyleStyleStructureStaffStrategySystemsSkillsSharedvalues

AcoherentsetofactionsaimedatgainingasustainableadvantageovercompetitionThoseideasofwhatisrightanddesirable(incorporateand/orindividualbehavior)whicharetypicaloftheorganizationandcommontomostofitsmembersTheorganizationchartandaccompanyingbaggagethatshowwhoreportstowhomandhowtasksarebothdividedupandintegratedThewaymanagerscollectivelybehavewithrespecttouseoftime,attentionandsymbolicactionsTheprocessesandproceduresthroughwhichthingsgetdonefromday-to-dayThepeopleintheorganization,consideredintermsofcorporatedemographics,notindividualpersonalitiesCapabilitiespossessedbytheorganizationasawholeasdistinctfromtheindividuals.Somecompaniesperformextraordinaryfeatswithordinarypeople顧客客戶競爭對手經(jīng)銷商供應商競爭地位高中低低中高產(chǎn)品/市場吸引力Commitment承諾Capability能力Conviction信念Courage勇氣EnablingDevices實現(xiàn)手段IndividualActivity個別活動ChangeVision改變視角ChiefExecutive執(zhí)行人員DowntheLine直線ExternalConstituents外部要素LeadershipGroups領導團隊Developingfeltneed...需要發(fā)展。....andVision..和..視覺...lifyingchangeandbuildingskills...適應變化和提高技能...andreinforcingChange增強變化Institutional-izingachangeMindset制度化關于變化的思維模式Preparingforchange

準備改變期

Bringingaboutchange

達到變動期

3.Sustainingchange持續(xù)的變化Launchingchange..開展變化.

利潤產(chǎn)品數(shù)量固定費用美元生產(chǎn)線經(jīng)濟貢獻價格成本需求能力延展VisionandLeadership遠見和領導能力OrganizationalInfrastructure組織架構PerformanceMeasurement績效測量PeopleDevelopment人員的發(fā)展Communications交流

ProblemsolvingProcess解決問題的過程?Implementationornearimplementationofrequiredstructureandsystems?Flowof2-waycommunications?People’sunderstanding,beliefandcontributiontoactonvisionandactionplans?Accuratemeasurementofactionandresults?Clearaccountabilities?Earlywins?Actionplanssufficienttoachievegoals?Agreementonobjectivesbylinemanagement?Managementofhigh-involvementprocess?VisibledemonstrationofnewvisionandvaluesbyclientLeadership可以被預見和論證客戶領導的新的愿景和價值觀?Clientmanagers(particularlymiddlemanagement)haveskilltoleadprogramimplementation?Changeinactualbehavior

P

Delta精確測量的行動和結果明確責任早勝制定充分的行動計劃以實現(xiàn)目標通過目標管理協(xié)議目標高參與過程的管理2種途徑的溝通方式人的理解，信仰和貢獻以作用遠見和行動計劃實現(xiàn)或接近實現(xiàn)所需的結構和系統(tǒng)客戶經(jīng)理（尤其是中層管理）有能力領導計劃的實施在實際的行為改變終端或持續(xù)的價值業(yè)務實體價值年折扣加權平均資本成本成本物流服務水平減少重現(xiàn)配置現(xiàn)有的配置新的配置再平衡高中低行業(yè)吸引力競爭地位重組或者合理化機會相關部門的職能業(yè)務部聯(lián)系稅務/估值差異業(yè)務單元創(chuàng)造價值的潛力獲得價值的相對能力自然人？保留并給予最優(yōu)先保留并給予優(yōu)先編碼保留和管理或者清算可能放棄放棄出售或清算機會成本高高低低項目風險現(xiàn)金項目混合式步一步一步在利基之外合資企業(yè)獲得100%正確類似總量飛躍項目蛙跳式退出產(chǎn)品必要支持價值制造和裝配過程產(chǎn)品和過程設計和供應商管理人的實踐業(yè)務重點Governmentderegulationoftheindustry?Licensingof16new(mainlyforeign)banks?Freeing-upofmostinterestrates?VirtuallyunrestrictedentryintoforeignexchangedealingAvailabilityofnew,low-costnetworkingtechnology?ATMs?Low-cost,high-speeddatacommunicationslinks?“Smart”plasticcardsSubstantiallyreducedConcentration大幅度降低集中度Influxofnew“players”withdiversemethods,valuesandbackgrounds,etc.Formationofstrategicgroupsofbanks?“Full-line/high-tech/maximize-share”bankers?“Niche”bankersIncumbentbanksstuckwithhigh-cost“bricksandmortar”networks;entrantsabletouseelectronic/plasticnetworksmoreintensivelyIncreasedpricerivalry,especiallyincommercialsegmentandforeignexchangeIncreasedfocusonmarketsegments(e.g.consumer,ruralandcommercial)through?Products?Outlets?StafftrainingReducedmarginsReducedcostsImprovedservicePRODUCERSExternalshocksChangesinConductCChangesinPerformancePINDUSTRYChangesinStructureS行業(yè)生廠商外部沖擊降低市場份額降低成本提升服務產(chǎn)品結構中的變化行為中的變化業(yè)績中的變化出口員工培訓涌入的不同的方法，價值觀和背景等新的“球員”。增加專注于細分市場（如通過消費，農(nóng)村和商業(yè)現(xiàn)任的銀行卡與高成本的實體網(wǎng)絡；參與者能夠更深入使用網(wǎng)絡

增加價格競爭尤其是商業(yè)環(huán)節(jié)和外匯形成戰(zhàn)略銀行集團“全線/高科技/最大利益均分的”銀行家“利基”的銀行家獲得新的，低成本的網(wǎng)絡技術自動取款機

低成本，高速數(shù)據(jù)通信鏈路“智能”卡片政府放松管制的行業(yè)

許可證的16個新的（主要是國外的）銀行

放松大多數(shù)利率

幾乎不受限制地進入外匯交易

Incumbentbanksstuckwithhigh-cost“bricksandmortar”networks;entrantsabletouseelectronic/plasticnetworksmoreintensivelyFormationofstrategicgroupsofbanks“Full-line/high-tech/maximize-share”bankers“Niche”bankersInfluxofnew“players”withdiversemethods,valuesandbackgrounds,etc.

Increasedpricerivalryespeciallyincommercialsegmentandforeignexchange增加價格競爭尤其是商業(yè)環(huán)節(jié)和外匯Increasedfocusonmarketsegments(e.g.consumer,ruralandcommercialThrough增加專注于細分市場（如通過消費，農(nóng)村和商業(yè)GovernmentderegulationoftheindustryLicensingof16new(mainlyforeign)banksFreeing-upofmostinterestratesVirtuallyunrestrictedentryintoforeignexchangedealingAvailabilityofnew,low-costnetworkingtechnologyATMsLow-cost,high-speeddataCommunicationslinks“Smart”plasticcards政府放松管制的行業(yè)

許可證的16個新的（主要是國外的）銀行

放松大多數(shù)利率

幾乎不受限制地進入外匯交易

獲得新的，低成本的網(wǎng)絡技術

自動取款機

低成本，高速數(shù)據(jù)通信鏈路“智能”卡片形成戰(zhàn)略銀行集團

“全線/高科技/最大利益均分的”銀行家

“利基”的銀行家現(xiàn)任的銀行卡與高成本的實體網(wǎng)絡；參與者能夠更深入使用網(wǎng)絡業(yè)績累計開發(fā)工作1、評價績效和前景2.研究戰(zhàn)略價值特征（what?）價值傳遞（how?）3.定義及認識技能宏/徽觀技能認識技能水平?jīng)Q定價值4.重新定義重要工作確認新/舊行為5.設計技能培訓計劃系統(tǒng)結構員工風格共同價值6.準備好變化責任能力各種水平7.由上向下的行動計劃領導力創(chuàng)造能力關注能力提升學習8.由底向上的行動計劃環(huán)境壓力產(chǎn)品特征服務需求應用經(jīng)濟分銷渠道顧客使用何時完成如何完成在哪里完成1.同樣要做得更多、更好。2.調整市場以創(chuàng)造利基。3.創(chuàng)造和追求獨特的優(yōu)勢。4.利用全行業(yè)的獨特優(yōu)勢。選擇進入同樣的項目新項目制定預算和計劃預測未來價值體系戰(zhàn)略考慮創(chuàng)造未來戰(zhàn)略管理預算計劃根據(jù)計劃預測大致計劃一階段二階段三階段四階段Productivity生產(chǎn)力Con