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PowerPoint Templates & Diagrams

Strategy & Transformation


Diagrams (Volumes I & II)
BUSINESS STRATEGY

Critical
Core Risks to be Strategic
performance
Values avoided uncertainties
variables

Beliefs System Diagnostic Control Interactive Control


Boundary Systems
Systems Systems

Presentation created by

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This is compilation of business framework slides and templates related to
established Strategy and Transformation models
Presentation Overview (1 of 2)

This document is a compilation of template and diagram slides of business frameworks related to
Strategy and Transformation. The following frameworks are included:
• 10 Elements of Customer Delight • Brand Asset Valuator
• 3 Strategy Horizons • Brand Development Lifecycle
• 4 Levers of Control • Branding Pentagram
• 4 Problems in Reorganizations • Competing Values Framework
• 8 Dimensions of Strategic Management • Core Competence Model
• Accenture Nonstop-Customer Experience • Customer Segmentation Formula
Model
• Customer Segmentation Methodologies
• Acquisition Integration Approaches
• Digital Transformation
• Balanced Scorecard
• Dimensions of Service Design
• BCG Experience Curve
• Disruptive Innovation
• BCG Transformation Framework
• Distinctive Capabilities

To view all FlevyPro frameworks, go here: http://flevy.com/pro/library/frameworks.

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This presentation includes 70 templates that span 35 frameworks
Presentation Overview (2 of 2)

• Four Approaches to Ambidexterity • Value Differentiation


• Greiner Growth Model • Value Perception Gap
• Kano Customer Satisfaction Model
• Kepner-Tregoe Model
• McKinsey 7-S Strategy Model
• McKinsey Customer Decision Journey
• Strategic Management Maturity Model
• Strategic Planning & Execution Approach
• Strategy Map
• Strategy Palette
• Structure-Conduct-Performance
• Transformation Trajectories

To view all FlevyPro frameworks, go here: http://flevy.com/pro/library/frameworks.

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Insert headline
10 Elements of Customer Delight – TEMPLATE

Empathy Execution

Expecta- Engine-
tion ering

CUSTOMER- PROVIDER-
CENTRIC Emotion
CUSTOMER CENTRIC
Economics
ELEMENTS DELIGHT ELEMENTS

Elegance Experi-
mentation

Engage- Equiva-
ment lence

Source material: Service Design and Delivery


https://flevy.com/browse/flevypro/service-design-and-delivery-2758

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Insert headline
10 Elements of Customer Delight – TEMPLATE ALTERNATE

Empathy Execution

Expecta- Engine-
tion ering
 Filler text, filler text, filler
text, filler text
 Filler text, filler text, filler
CUSTOMER text, filler text
Emotion Economics
DELIGHT  Filler text, filler text, filler
text, filler text
 Filler text, filler text, filler
text, filler text
Elegance Experi-
mentation

Customer-centric
Elements Engage- Equiva-
ment lence
Provider-centric
Elements

Source material: Service Design and Delivery


https://flevy.com/browse/flevypro/service-design-and-delivery-2758

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Insert headline
3 Strategy Horizons – TEMPLATE

SHORT TERM HORIZON MEDIUM TERM HORIZON LONG TERM HORIZON

1 year 3-5 years 5+ years

time

Source material: Best Practices in Strategic Planning


https://flevy.com/browse/flevypro/best-practices-in-strategic-planning-2738

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Insert headline
4 Levers of Control – TEMPLATE
BELIEFS SYSTEMS BOUNDARY SYSTEMS

Risks to be
Core Values
avoided

Business
strategy

Critical
Strategic
performance
uncertainties
variables

INTERACTIVE DIAGNOSTIC
CONTROL SYSTEMS CONTROL SYSTEMS

Source material: 4 Levers of Control


https://flevy.com/browse/flevypro/4-levers-of-control-2663

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Insert headline
4 Levers of Control – TEMPLATE ALTERNATE

BELIEFS SYSTEMS BOUNDARY SYSTEMS

Core Risks to be
Values avoided

Business
strategy

Strategic Critical
uncertain- performance
ties variables

INTERACTIVE DIAGNOSTIC CONTROL


CONTROL SYSTEMS SYSTEMS

Source material: 4 Levers of Control


https://flevy.com/browse/flevypro/4-levers-of-control-2663

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Insert headline
4 Levers of Control – TEMPLATE ALTERNATE

BUSINESS STRATEGY

Critical
Core Risks to Strategic
performance
Values be avoided uncertainties
variables

Beliefs System Boundary Diagnostic Interactive Control


Systems Control Systems Systems

Source material: 4 Levers of Control


https://flevy.com/browse/flevypro/4-levers-of-control-2663

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Insert headline
4 Problems in Reorganizations – TEMPLATE
1

Customer •Filler text, filler text, filler text, filler


text
Value
Proposition •Filler text, filler text, filler text, filler
text
•Filler text, filler text, filler text, filler
Employee text
Roles and
4 Value 2 •Filler text, filler text, filler text, filler
Goals
Exchange 3 text

Operating
Model

Source material: Reorganization – New Organization Effectiveness


https://flevy.com/browse/flevypro/reorganization-new-organization-effectiveness-2700

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Insert headline
4 Problems in Reorganizations – TEMPLATE ALTERNATE

1 2 3 4
CUSTOMER VALUE EMPLOYEE VALUE
ROLES AND GOALS OPERATING MODEL
PROPOSITION EXCHANGE

• Filler text, filler text, filler •Filler text, filler text, filler •Filler text, filler text, filler •Filler text, filler text, filler
text, filler text text, filler text text, filler text text, filler text
• Filler text, filler text, filler •Filler text, filler text, filler •Filler text, filler text, filler •Filler text, filler text, filler
text, filler text text, filler text text, filler text text, filler text
• Filler text, filler text, filler •Filler text, filler text, filler •Filler text, filler text, filler •Filler text, filler text, filler
text, filler text text, filler text text, filler text text, filler text

Source material: Reorganization – New Organization Effectiveness


https://flevy.com/browse/flevypro/reorganization-new-organization-effectiveness-2700

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Insert headline
4 Problems in Reorganizations – TEMPLATE ALTERNATE

CUSTOMER
The new organization must have a clearly defined and compelling Customer Value Proposition—one that is
1 VALUE
recognized by its customers. Otherwise, the organization will be a target for any future consolidation. It will
PROPOSITION also struggle to justify its budget within the broader organization

ROLES AND After a reorganization, it often becomes unclear what each group is responsible for. Likewise, it is unclear
2 GOALS how the new business units align and their individual goals are. Until roles and goals for each group are
clearly defined, duplication of effort and initiatives will occur, causing inefficiencies and be a potential source
of political conflict

OPERATING A reorganization may cause the Operating Model to become dysfunctional. The decision-making process is
3 MODEL uncertain, resulting in too many meetings with the incorrect stakeholders involved and the lines of
communication are incorrectly defined. This leads to frustration within the company and frustration with
dealing with the newly reorganized company from those outside the organization

EMPLOYEE
Having an uncertain Employee Value Exchange negatively affects the organization from resulting behavior
4 VALUE from both top and low performers. The top performers may look for new jobs, since they feel the required
EXCHANGE level of performance and rewards process are unclear. The low performers are easily hidden and protected in
such an organization

Source material: Reorganization – New Organization Effectiveness


https://flevy.com/browse/flevypro/reorganization-new-organization-effectiveness-2700

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Insert headline
8 Dimensions of Strategic Management – TEMPLATE

Performance
1 Leadership
Measurement 5

Performance
2 Culture and Values
Management 6
STRATEGIC
MANAGEMENT
Strategic Thinking Process
3 and Planning Improvement 7
Sustainability of
4 Strategic Alignment Strategic
Management
8

Source material: Strategic Management Maturity Model (SMMM)


https://flevy.com/browse/flevypro/strategic-management-maturity-model-smmm-2791
Source: The Strategic Management Maturity ModelTM, Balanced Score Institute, 2010

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Insert headline
Accenture Nonstop-Customer Experience Model – TEMPLATE

Discover Purchase

Promise Evaluate Delivery

Consider Use

Source material: Customer Experience


https://flevy.com/browse/flevypro/customer-experience-2252
Source: Digital Customer, 2103 Global Consumer Pulse Research, Accenture

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Insert Headline
Elements to an Acquisition – TEMPLATE

• Filler text, filler text, filler text,


Type of Type of filler text
Acquisition Synergy • Filler text, filler text, filler text,
filler text
• Filler text, filler text, filler text,
filler text

Degree of
Integration

Source material: Acquisition Integration Approaches


https://flevy.com/browse/flevypro/acquisition-integration-approaches-1868

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Insert Headline
Acquisition Integration Approaches – TEMPLATE

HIGH

PRESERVATION SYMBIOSIS

Need for
Organizational
Autonomy

HOLDING ABSORPTION

LOW

LOW HIGH
Need for
Strategic Interdependence

Source material: Acquisition Integration Approaches


https://flevy.com/browse/flevypro/acquisition-integration-approaches-1868

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Insert Headline
Acquisition Integration Approaches – TEMPLATE ALTERNATE

HIGH

• Filler text, filler text, filler text,


PRESERVATION SYMBIOSIS filler text
• Filler text, filler text, filler text,
filler text

Need for • Filler text, filler text, filler text,


Organizational filler text
Autonomy

HOLDING ABSORPTION

LOW

LOW HIGH
Need for
Strategic Interdependence

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Insert headline
Balanced Scorecard (4 Perspectives) – TEMPLATE
Finance
What do we want to
achieve in finance?

Learning & Development Customers


How can we remain How can we satisfy our
flexible and able to customers’ needs?
improve?
Strategy
and Vision

Internal Processes
In which processes do we
need to excel?

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Insert headline
Balanced Scorecard (4 Perspectives) – TEMPLATE ALTERNATE

Finance Perspective

How do the investors appraise our


present position?
 …
Customer Perspective  … Internal Process Perspective

How do our customers appraise How well do we satisfy our


our performance? customers’ needs?
 …  …
Learning and Development
 … Perspective  …
How can we ensure that our
customers’ needs are satisfied also
in future and what are the critical
success factors of the future?
 …
 …

Source material: Balanced Scorecard Primer


https://flevy.com/browse/flevypro/balanced-scorecard-primer-1969

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Insert headline
Balanced Scorecard (4 Perspectives) – TEMPLATE ALTERNATE

Vision …

Financial Perspective
• …

• If we are successful, how do


out shareholders know? …

Customer Perspective
• …

• How should I see the


customer to achieve the …
vision?

Internal Perspective
• …

• Which processes do I need …


to optimize to satisfy the
customers?

Learning and Development


• …

• How should I enhance my …


organization to achieve the
vision?

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Insert headline
Balanced Scorecard (Linking 4 Perspectives) – TEMPLATE

(+) FINANCIAL

Return on
(–) Accounts Capital Employed
Receivable

CUSTOMER Operating
Expense (–)
Customer
Satisfaction

(+)
INTERNAL
BUSINESS
PROCESSES
(+) Rework

LEARNING
AND GROWTH
Employees’ (–)
Suggestions

Employees’
Morale (+)
Source: Using the Balanced Scorecard as a Strategic Management System, Kaplan and Norton (2005)

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Insert headline
Balanced Scorecard – TEMPLATE

Pres. Year Pres. Year Extrapol. Ongoing


Frequency Comp. 2005 2006
Perspective Strategic Objective KPI Weighting 2005 2005 Ex- in % of in % of
of Survey Year 2004 Target Target
Ongoing trapolated Target Target

Finance … … ... … … … … … … …% …%

Customers … … ... … … … … … … …% …%

Internal
… … ... … … … … … … …% …%
processes

Learning and
… … ... … … … … … … …% …%
development

Total 100% …%

Target
achievement
…%

y yearly
hy twice a year
q quarterly
m monthly

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Insert headline
Balanced Scorecard (Personal Scorecard) – TEMPLATE
CORPORATE OBJECTIVES
 Double our corporate value in 5 years Name:

 Increase our earnings by an average or 20% per year Location:


 Achieve an internal rate of return 2% above the cost of capital

Team/Individual Objectives
Corporate Targets Scorecard Measures Business Unit Targets
and Initiatives
2012 2013 2014 2015 2016 2012 2013 2014 2015 2016 1.
Financial
100 120 160 180 220 Earnings in ($ USD MM) 2.
100 420 220 230 235 Net cash flow
100 85 80 75 72 Overhead and operating expenses 3.
Operating
10 78 75 73 70 Production costs per barrel 4.
100 95 93 90 85 Development costs per barrel
Team/Individual Measures Targets 5.
1.
2.
3.
4.
5.

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Insert headline
BCG Experience Curve – TEMPLATE

• Filler text, filler text,


filler text, filler text
• Filler text, filler text,
filler text, filler text
• Filler text, filler text,
Marginal cost

filler text, filler text

Experience at fulfilling demand

Cumulative Volume Experience at shaping demand

Source material: BCG Experience Curve


https://flevy.com/browse/flevypro/bcg-experience-curve-2745

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Insert headline
BCG Experience Curve – TEMPLATE ALTERNATE

• Filler text, filler text, filler


text, filler text
• Filler text, filler text, filler
Marginal cost

text, filler text


• Filler text, filler text, filler
text, filler text

Cumulative Volume

Experience at fulfilling demand Experience at shaping demand

Source material: BCG Experience Curve


https://flevy.com/browse/flevypro/bcg-experience-curve-2745

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Insert headline
BCG Experience Curve – TEMPLATE ALTERNATE

• Filler text, filler text, filler


text, filler text
• Filler text, filler text, filler
text, filler text
• Filler text, filler text, filler
text, filler text
Marginal cost

Cumulative Volume

Experience at fulfilling demand Experience at shaping demand

Source material: BCG Experience Curve


https://flevy.com/browse/flevypro/bcg-experience-curve-2745

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Insert headline
BCG Transformation Framework Approach – TEMPLATE

Prepare and
Drive the
Define the Energize the Launch the
Transformatio
Ambition Organization Transformatio
n
n

100 days
First weeks First 100 days First 18 months
before starting

Source material: BCG Transformation Framework for new CEOs


https://flevy.com/browse/flevypro/bcg-transformation-framework-for-new-ceos-2754
Source: The New CEO’s Guide to Transformation, BCG, 2015

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Insert headline
Brand Asset Valuator (Pillars) – TEMPLATE

BRAND VALUE

1 2 3 4
DIFFERENTIATION RELEVANCE ESTEEM KNOWLEDGE

BRAND STRENGTH BRAND STATURE

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Insert headline
Brand Asset Valuator (Pillars Rating) – TEMPLATE

100%
1 2 3 4

• Filler text
DIFFERENTIATION

• Filler text, filler text, filler


text, filler text
• Filler text, filler text, filler

KNOWLEDGE
RELEVANCE

text, filler text


ESTEEM

Source material: Brand Asset Valuator (BAV)


https://flevy.com/browse/flevypro/brand-asset-valuator-bav-2109

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Insert headline
Brand Development Lifecycle (Power Grid) – TEMPLATE

NICHE & UNREALIZED LEADERSHIP


(Differentiation and Relevance) POTENTIAL
Brand Strength

DECLINING

NEW/
UNFOCUSED ERODING

Brand Stature
(Esteem and Knowledge)
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Insert headline
Branding Pentagram Model – TEMPLATE

Principles of
Branding

• Filler text, filler text, filler text, filler


Consistency text
Positioning in Brand • Filler text, filler text, filler text, filler
Carriers text
• Filler text, filler text, filler text, filler
text
• Filler text, filler text, filler text, filler
text

Embedding Planning and


the Brand Control Cycle

Source material: Branding Pentagram Model


https://flevy.com/browse/flevypro/branding-pentagram-model-2723

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Insert headline
Branding Pentagram Model – TEMPLATE ALTERNATE
Principles of
Branding

Consistency
Positioning in Brand
Carriers

Embedding Planning and


the Brand Control Cycle

Source material: Branding Pentagram Model


https://flevy.com/browse/flevypro/branding-pentagram-model-2723

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Insert headline
Branding Pentagram Model – TEMPLATE ALTERNATE
Principles of
Branding

Consistency
Positioning in Brand
Carriers

Embedding Planning and


the Brand Control Cycle

Source material: Branding Pentagram Model


https://flevy.com/browse/flevypro/branding-pentagram-model-2723

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Insert headline
Competing Values Framework – TEMPLATE
FLEXIBLE

HUMAN RELATIONS OPEN SYSTEM


MODEL MODEL

EXTERNAL
INTERNAL

INTERNAL RATIONAL
PROCESS MODEL GOAL MODEL

FOCUSED

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Insert headline
Competing Values Framework – TEMPLATE ALTERNATE

INDIVIDUAL
FLEXIBILITY

HUMAN RELATIONS OPEN SYSTEM


MODEL MODEL

INTERNAL EXTERNAL
MAINTENANCE POSITIONING

INTERNAL RATIONAL
PROCESS MODEL GOAL MODEL

INCREMENTAL
CHANGE

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Insert headline
Competing Values Framework – TEMPLATE ALTERNATE

HUMAN OPEN INTERNAL RATIONAL


RELATIONS SYSTEM PROCESS GOAL
MODEL MODEL MODEL MODEL

 Insert filler text, filler text,  Insert filler text, filler text,  Insert filler text, filler text,  Insert filler text, filler text,
filler text, filler text, filler filler text, filler text, filler filler text, filler text, filler filler text, filler text, filler
text text text text
 Insert filler text, filler text,  Insert filler text, filler text,  Insert filler text, filler text,  Insert filler text, filler text,
filler text filler text filler text filler text
 Insert filler text, filler text  Insert filler text, filler text  Insert filler text, filler text  Insert filler text, filler text

Filler text Filler text Filler text Filler text

Source material: Competing Values Framework


https://flevy.com/browse/flevypro/competing-values-framework-1966

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Insert headline
Core Competence Model – TEMPLATE
End Products
1 2 3 4 5 6 7 8 9 10 11 12

Business Business Business Business


1 2 3 4

Core Product 2

Core Product 1

Competence Competence Competence Competence


1 2 3 4

Source material: Core Competence Model


https://flevy.com/browse/flevypro/core-competence-model-2487
Source: The Core Competence of the Corporation, Prahalad and Hamel, Harvard Business Review, 1990

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Insert headline
Core Competence Model (4 Dimensions) – TEMPLATE

SKILLS &
KNOWLEDGE BASE

VALUES &
NORMS

TECHNICAL MANAGERIAL
SYSTEMS SYSTEMS

Source: Core Capabilities and Core Rigidities, Leonard-Barton, Strategic Management Journal, 1992

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Insert headline
Core Competence Model (Core Rigidities) – TEMPLATE

Core
Competence

Core
Rigidity

time

Source material: Core Competence Model


https://flevy.com/browse/flevypro/core-competence-model-2487

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Insert headline
Customer Segmentation Formula – TEMPLATE

Customer
Needs + Customer
Behavior + Customer
Demographics = Customer
Segmentation

Filler text Filler text Filler text Filler text

Source material: Market and Customer Segmentation


https://flevy.com/browse/flevypro/market-and-customer-segmentation-2359

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Insert headline
Customer Segmentation (Tactical Methodologies) – TEMPLATE
TACTICAL CUSTOMER
SEGMENTATION METHODOLOGIES

High

Needs-based

• Filler text, filler text, filler


text, filler text
Behavioral • Filler text, filler text, filler
text, filler text
Potential • Filler text, filler text, filler
Value text, filler text
Creation
Values-based • Filler text, filler text, filler
text, filler text

Demographic

Low

Low High
Customer Insight

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Insert headline
Digital Transformation – TEMPLATE

DIGITAL TRANSFORMATION

GROWTH DRIVERS OPERATIONAL IMPROVEMENT


Demand Generation Reach & Selection Customer Purchase Process Customer Experience Process Efficiency Asset Utilization New Business Models

1 2 3 4 5 6 7 8
Customer New
Demand Reach & Customer Process Asset
Purchase Agility Business
Generation Selection Experience Efficiency Utilization
Process Models

Business Driver Levers Business Enabler Levers

Source material: Digital Transformation Strategy Primer


https://flevy.com/browse/flevypro/digital-transformation-strategy-primer-2253

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Insert headline
Dimensions of Service Design – TEMPLATE

Technical
Excellence GREAT
SERVICE
 Filler text, filler text, filler text,
DESIGN filler text
 Filler text, filler text, filler text,
filler text
 Filler text, filler text, filler text,
filler text
 Filler text, filler text, filler text,
filler text

Customer Experience

Source material: Service Design and Delivery


https://flevy.com/browse/flevypro/service-design-and-delivery-2758

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Insert headline
Disruptive Innovation – TEMPLATE

LEGEND
Product Performance
Trajectories (how products
improve over time)
Customer Demand Trajectories
(customers’ willingness to pay
Product Performance

performance)

time

Source material: Disruptive Innovation Primer


https://flevy.com/browse/flevypro/disruptive-innovation-primer-2542
Source: What Is Disruptive Innovation, Christensen and Raynor, Harvard Business Review, 2015

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Insert headline
Disruptive Innovation (4 Elements of Disruptive Elements) – TEMPLATE

4
Incumbents flounder as
1 a result of the
disruption
Incumbents improving
along a trajectory of
sustainable innovation
Product Performance

3
2 Incumbents have the
capability to respond but
Sustaining fail to exploit it
innovation
overshoots
customer needs

time

Source material: Disruptive Innovation Primer


https://flevy.com/browse/flevypro/disruptive-innovation-primer-2542
Source: How Useful Is the Theory of Disruptive Innovation, King and Baatartotokh, MIT Sloan Management Review, 2015

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Insert headline
Distinctive Capabilities – TEMPLATE

It is a structure of This includes customer's


relational contacts own experience, quality
within or around the signals, guarantee, word
organization with of mouth spreading,
customers, suppliers warranty, association
and with employees with other brands and
staking the reputation,
once it is established

INNOVATION Innovation can lead to


competitive advantage
and thus can prove to be
a harbinger of success

Source material: Distinctive Capabilities Framework


https://flevy.com/browse/flevypro/distinctive-capabilities-framework-2657

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Insert headline
Distinctive Capabilities – TEMPLATE ALTERNATIVE

It is a structure of This includes customer's


relational contacts own experience, quality
within or around the signals, guarantee, word
Architecture Reputation
organization with of mouth spreading,
customers, suppliers warranty, association
and with employees with other brands and
DISTINCTIVE staking the reputation,
CAPABILITIES once it is established

Innovation can lead to


Innovation competitive advantage
and thus can prove to be
a harbinger of success

Source material: Distinctive Capabilities Framework


https://flevy.com/browse/flevypro/distinctive-capabilities-framework-2657

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Insert headline
Distinctive Capabilities – TEMPLATE ALTERNATIVE

It is a structure of This includes customer's


relational contacts own experience, quality
within or around the signals, guarantee, word
organization with of mouth spreading,
customers, suppliers ARCHITECTURE REPUTATION warranty, association
and with employees with other brands and
staking the reputation,
Distinctive once it is established
capabilities

INNOVATION Innovation can lead to


competitive advantage
and thus can prove to be
a harbinger of success

Source material: Distinctive Capabilities Framework


https://flevy.com/browse/flevypro/distinctive-capabilities-framework-2657

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Insert headline
Four Approaches to Ambidexterity – TEMPLATE

Separate units External Source styles externally


that require ecosystem
different styles
Self-
Organizing
Diversity

Separation
Empower individuals to choose
the appropriate styles

Static Switching
Intentionally manage switching
between styles
Dynamism

Source material: BCG Experience Curve


https://flevy.com/browse/flevypro/bcg-experience-curve-2745
Source: Ambidexterity: The Art of Thriving in Complex Environments, BCG, 2013

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Insert headline
Greiner Growth Model – TEMPLATE Evolution Revolution

Stage 1 Stage 2 Stage 3 Stage 4 Stage 5


Growth Coordination &
Creativity Direction Delegation Collaboration
through Monitoring
Large Crisis of internal
growth
Crisis of Red tape

Crisis of Control
Crisis of
Size of Autonomy
organization Crisis of
leadership

Small
Young Mature
Age of the organization

Source material: Greiner Growth Model


https://flevy.com/browse/flevypro/greiner-growth-model-2660
Source: Evolution and Revolution as Organizations Grow, Greiner, 1972, Harvard Business Review

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Insert headline
Greiner Growth Model – TEMPLATE ALTERNATE Evolution Revolution

Stage 1 Stage 2 Stage 3 Stage 4 Stage 5

Growth Coordination &


Creativity Direction Delegation Collaboration
through Monitoring
Large Crisis of internal
growth
Crisis of Red tape

Crisis of Control
Crisis of
Size of Autonomy
Organization Crisis of
leadership

Small
Young Mature
Age of the Organization

Source material: Greiner Growth Model


https://flevy.com/browse/flevypro/greiner-growth-model-2660
Source: Evolution and Revolution as Organizations Grow, Greiner, 1972, Harvard Business Review

This document is an exclusive document available to FlevyPro members - http://flevy.com/pro 51


Insert headline
Kano Customer Satisfaction Model – TEMPLATE
Satisfaction
Attractive

• Filler text, filler text, filler text,


Performance filler text
• Filler text, filler text, filler text,
Functionality filler text
• Filler text, filler text, filler text,
Indifferent filler text
• Filler text, filler text, filler text,
filler text

Must-Be

Source material: Kano Customer Satisfaction Model


https://flevy.com/browse/flevypro/kano-customer-satisfaction-model-2425

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Insert headline
Kepner-Tregoe Model (4 Rational Processes) – TEMPLATE

POTENTIAL
DECISION PROBLEM
ANALYSIS ANALYSIS
SITUATION
ANALYSIS

PROBLEM
ANALYSIS

Source material: Kepner-Tregoe Model


https://flevy.com/browse/flevypro/kepner-tregoe-method-2715

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Insert headline
4 Rational Processes – TEMPLATE

POTENTIAL
DECISION PROBLEM
ANALYSIS ANALYSIS
SITUATION • Filler text, filler text, filler text, filler
text
ANALYSIS
• Filler text, filler text, filler text, filler
text
• Filler text, filler text, filler text, filler
text
PROBLEM • Filler text, filler text, filler text, filler
ANALYSIS text

Source material: Kepner-Tregoe Model


https://flevy.com/browse/flevypro/kepner-tregoe-method-2715

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Insert headline
Kepner-Tregoe Matrix – TEMPLATE
Identify
Assess
likely
risks
causes
Identify Take
Evaluate Make
potential preventiv
alternatives decision
problems e action

POTENTIAL Plan
Clarify DECISION contingent
PROBLEM
purpose ANALYSIS action
ANALYSIS
State SITUATION Set triggers
decision APPRAISAL

PROBLEM
ANALYSIS
Think
Describe
beyond the
problem
fix

Confirm Identify
true possible
cause causes
Evaluate
possible
causes

Source material: Kepner-Tregoe Model


https://flevy.com/browse/flevypro/kepner-tregoe-method-2715

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Insert headline
McKinsey 7-S Strategy Model – TEMPLATE

Structure

Strategy Systems

Shared
Values

Skills Style

Staff

Source material: 8 Attributes of Management Excellence


https://flevy.com/browse/flevypro/8-attributes-of-management-excellence-2472

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Insert headline
McKinsey Customer Decision Journey

2 Active Evaluation

1
3
Initial
Moment of
Consideration
Purchase
Set

4
Post-purchase Experience

Ongoing exposure

Source material: Consumer Decision Journey


https://flevy.com/browse/flevypro/consumer-decision-journey-1723
Source: Consumer Decision Journey, McKinsey & Co., 2009

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Insert headline
McKinsey Customer Decision Journey (Social Media) – TEMPLATE
1. Monitor 2. Respond 3. Amplify 4. Lead
social channels for to consumers’ current positive changes in behavior
Phases of Journey trends, insights comments activity and tone or sentiment

Brand Monitoring Crisis Management Referrals and Brand Content


Initial
1 Recommendations Awareness
Consideration

Product Launches
Active
2
Evaluation

Targeted Deals and


Moment of Offers
3
Purchase

Customer Service Fostering Customer Input


Post-purchase Communities
4
Experience

Brand Advocacy
Continuation
of Evaluation

Source: Demystifying Social Media, McKinsey & Co., 2012

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Insert headline
Strategic Management Maturity Model – TEMPLATE

1 Leadership
STAGE 5

2 Culture and Values Continuous


Improvement
Strategic Thinking and STAGE 4
3 Planning Managed
and
Focused
4 Strategic Alignment STAGE 3
Structured
and
5 Performance Measurement
Proactive
STAGE 2

6 Performance Management
Reactive
STAGE 1
7 Process Improvement
Ad Hoc and
Sustainability of Strategic Static
8 Management

Source material: Strategic Management Maturity Model (SMMM)


https://flevy.com/browse/flevypro/strategic-management-maturity-model-smmm-2791

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Insert headline
Strategic Management Maturity Model – TEMPLATE ALTERNATE
STAGE 5

Continuous
Improvement
STAGE 4

Managed
and
STAGE 3 Focused

Structured
and
STAGE 2 Proactive

Reactive
STAGE 1

Ad Hoc and
Static

Source material: Strategic Management Maturity Model (SMMM)


https://flevy.com/browse/flevypro/strategic-management-maturity-model-smmm-2791

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Insert headline
Strategic Management Maturity Model – TEMPLATE ALTERNATE

STAGE 1 STAGE 2 STAGE 3 STAGE 4 STAGE 5

Ad Hoc and Reactive Structured and Managed and Continuous


Static Proactive Focused Improvement

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filler text, filler text filler text, filler text filler text, filler text filler text, filler text filler text, filler text

Source material: Strategic Management Maturity Model (SMMM)


https://flevy.com/browse/flevypro/strategic-management-maturity-model-smmm-2791

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Insert headline
Strategic Planning and Execution Approach – TEMPLATE

Planning Processes (Top Down + Bottom Up) Execution Processes

Review
CORPORATE Vision Define key Approve plans;
challenge,
and strategic allocate Communicate
consolidate,
Ambition questions; resources to the strategy
and approve Mobilize
design process support plans
high-level plans via strategic
initiatives

Align
BUSINESS Develop high- incentives
Develop Define
UNIT level plan;
detailed success
articulate
strategic plans metrics
options

Strategic Dialogue Strategic Planning Strategy Execution

Source material: Best Practices in Strategic Planning


https://flevy.com/browse/flevypro/best-practices-in-strategic-planning-2738
Source: Four Best Practices of Strategic Planning, BCG, 2016

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Insert headline
Strategy Map – TEMPLATE
Productivity Strategy Long-term Growth Strategy
Financial Shareholder
Perspective Value
Improve Cost Increase Asset Expand Revenue Enhance
Structure Utilization Opportunities Customer Value

Customer value Proposition


Customer Price Quality Availability Selection Functionality Service Partnership Brand
Perspective
Product/Service Attributes Relationship Image

Operations Management Customer Management Innovation Regulatory & Social


Processes Processes Processes Processes
Process  Supply  Select Customers  Identify New Opportunities  Environment
Perspective  Produce  Acquire New Customers  Select the R&D Portfolio  Safety & Health
 Distribute  Retain Existing Customers  Design and Develop  Employment
 Manage Risk  Grow Business with  Launch  Community
Customers

Human Capital
Learning &
Growth Information Capital
Perspective
Organization Capital
Culture Leadership Alignment Teamwork

Source material: Strategy Map


https://flevy.com/browse/flevypro/strategy-map-2488

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Insert headline
Strategy Map – TEMPLATE ALTERNATE
Long-term
Productivity Strategy Shareholder Growth Strategy
Financial Value
Perspective
Improve Cost Increase Asset Expand Revenue Enhance
Structure utilization Opportunities Customer value

Customer value Proposition


Customer
Price Quality Availability Selection Functionality Service Partnership Brand
Perspective
Product/Service Attributes Relationship Image

Operations Management Customer Management Innovation Regulatory & Social


Processes Processes Processes Processes
Internal  Supply  Selection  Opportunity ID  Environment
Perspective  Production  Acquisition  R&D Portfolio  Safety & Health
 Distribution  Retention  Design/Develop  Employment
 Risk Management  Growth  Launch  Community

Human Capital

Learning & Information Capital


Growth
Perspective Organization Capital
Culture Leadership Alignment Teamwork

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Insert headline
Strategy Map – TEMPLATE ALTERNATE
Productivity Strategy Long-term Growth Strategy
Shareholder
Financial Value
Perspective
Improve Cost Increase Asset Expand Revenue Enhance
Structure utilization Opportunities Customer value

Customer value Proposition


Customer
Price Quality Availability Selection Functionality Service Partnership Brand
Perspective
Product/Service Attributes Relationship Image

Internal Operations Customer Management Innovation Regulatory & Social


Perspective Management Processes Processes Processes Processes

Human Capital

Learning & Information Capital


Growth
Perspective Organization Capital
Culture Leadership Alignment Teamwork

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Insert headline
Strategy Palette – TEMPLATE

• Filler text, filler text, filler text,


filler text
Renewal
• Filler text, filler text, filler text,
Unpredictability

Adaptive Shaping filler text


• Filler text, filler text, filler text,
filler text
• Filler text, filler text, filler text,
filler text
Classical Visionary

Malleability

Source material: Strategy Palette Primer


https://flevy.com/browse/flevypro/strategy-palette-primer-2749

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Insert headline
Strategy Palette – TEMPLATE ALTERNATE

RENEWAL
My resources are Be Viable
severely constrained

ADAPTIVE I can’t SHAPINGE I can’t


Be the
predict it and I can’t Be Fast predict it, but I can
orchestrator
change it change it

CLASSICAL VISIONARY I can


I can predict it, Be Big predict it and I can Be First
but I can’t change it change it

Source material: Strategy Palette Primer


https://flevy.com/browse/flevypro/strategy-palette-primer-2749

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Insert headline
Structure-Conduct-Performance Framework – TEMPLATE

External
Conditions S tructure C onduct P erformance

Feedback

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text, filler text text, filler text text, filler text text, filler text
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text, filler text text, filler text text, filler text text, filler text

Source material: Structure-Conduct-Performance (SCP)


https://flevy.com/browse/flevypro/structure-conduct-performance-scp-2732

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Insert headline
Structure-Conduct-Performance Framework – TEMPLATE ALTERNATE

EXTERNAL
STRUCTURE CONDUCT PERFORMANCE
CONDITIONS

 Filler text, filler text, filler  Filler text, filler text, filler  Filler text, filler text, filler  Filler text, filler text, filler
text, filler text text, filler text text, filler text text, filler text
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text, filler text text, filler text text, filler text text, filler text

Source material: Structure-Conduct-Performance (SCP)


https://flevy.com/browse/flevypro/structure-conduct-performance-scp-2732

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Insert headline
Transformation Trajectories – TEMPLATE

PHASE 1 PHASE 2

TSR

Time
1
Trigger Operational New Strategy, Adaptive Innovation
Turnaround Vision, or
Business Model

Source material: Two Phases of Business Transformation


https://flevy.com/browse/flevypro/two-phases-of-business-transformation-2744

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Insert headline
Value Differentiation (Value-Differentiation Matrix) – TEMPLATE
High

TABLE STAKES GAME


Features that are important
to customer, but CHANGERS
VALUE TO are provided by all
THE competitors at a similar level.
CUSTOMER
Does this
truly fulfill
the NEUTRALS FOOL’S GOLD
customer’s
needs? Features that are irrelevant to These are distinctive, but do
consumers. not drive true value. These
“nice-to-have” attributes alone
will not meet the customer’s
Low basic needs.

Low DIFFERENTIATION High


How unique is it from what our
competitors offers?

Source material: Customer Value Proposition


http://flevy.com/browse/flevypro/customer-value-proposition-2369

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Insert headline
Value Differentiation – TEMPLATE
ROI
High

GAME
Game
CHANGERS
Changers

POTENTIAL
EFFECT
New
offerings

Existing
offerings

Low
Low High
CHANGE IMPACT

Source material: Customer Value Proposition


http://flevy.com/browse/flevypro/customer-value-proposition-2369

This document is an exclusive document available to FlevyPro members - http://flevy.com/pro 72


Insert headline
Value Perception Gap

SELLER CUSTOMER
Value Perception Gap
Value Proposition Value Perception

Source material: Customer Value Proposition


http://flevy.com/browse/flevypro/customer-value-proposition-2369

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