【咨询模板】Accenture模板 v0.04

元素综合模板
DRAFT
Ethan Sun
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. Copyright © 2016 Accenture All rights reserved . 3
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Stickers
EXAMPLE BACK UP REVISED
EXAMPLE BACK UP REVISED ESTIMATE TENTATIVE HYPOTHESIS
ESTIMATE TENTATIVE STICKER AUTOMAKER PROPOSED CONCEPTUAL ILLUSTRATIVE
PROPOSED HYPOTHESIS CONFIDENTIAL PRELIMINARY
ROUGH ESTIMATE VERY PRELIMINARY

CONCEPTUAL ILLUSTRATIVE
TO BE COMPLETED WORK IN PROGRES
PRELIMINARY CONFIDENTIAL
ONLY FOR DISCUSSION
ROUGH ESTIMATE VERY PRELIMINARY
TO BE COMPLETED
û ü
ONLY FOR DISCUSSION
WORK IN PROGRESS
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Time Related
Duration line object
3-4 weeks

13.03.02
Milestone object
Tick character: 
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Discontinuous Axis Marks
Place one of these objects on a graph’s axis or bar to advise about
a discontinuous scale
Examples:
300
50
30
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Harvey-ball Legends
Place one of these legend boxes next to a Harvey Ball chart;
rename if required
Excellent – Excellent Excellent Good Satisfactory Poor Very poor
very poor
Good
Satisfactory Excellent Good Satisfactory
Poor
Poor Very poor
Very poor
Very high – Very high Very high High Medium Low Very low
very low
High
Medium Very high High Medium
Low
Low Very low
Very low
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Auto Brands
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Instructions
If boxes are used,

…Do not use shading or borders
Instead, use unframed colored shapes in
shades of key blue, for emphasis only
Stufe 1 Stufe 2 Stufe 3
…Do not use ovals
Instead, use AutoShapes with corners
completely rounded off
Do not use stickers with lines

Backup Instead, use upper case stickers (13 point), (key BACKUP
blue shade 1), positioned in the header area
Do not put numbers in circles

1 2 3 4 1 2 3 4
Instead, put them in squares (key blue shade
1), white lettering, bold
Do not use block arrows
Use variations instead
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Instructions
If boxes are used,

…Do not use shading or borders
Instead, use unframed colored shapes in
shades of key blue, for emphasis only
Stufe 1 Stufe 2 Stufe 3
…Do not use ovals
Instead, use AutoShapes with corners
completely rounded off
Do not use stickers with lines

Backup Instead, use upper case stickers (13 point), (key BACKUP
blue shade 1), positioned in the header area
Do not put numbers in circles

1 2 3 4 1 2 3 4
Instead, put them in squares (key blue shade
1), white lettering, bold
Do not use block arrows
Use variations instead
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Little Things
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Little Things
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Emphasis
Benefits
Numerous improvements
of customer interactions
One
Voice
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Little Things Example
Quotation Lack of career path opportunities is consistently cited as
a key driver of Call Center attrition. Where managers
Feedback from Our Experts take a strong interest in their employees’ career path,
retention rates are radically improved.
we need to have an ‘The Retention Dilemma’ Report by The HAY Group, June 2000
We should expand on this answer for Russia...scope
type of initiative. Being and opportunities are
able to have client coming
discussions with this
experience from our Very good survey! did
experience in mind can be you think about "old"
really powerful. It would SSC locations such as
be interesting to compare Ireland - are they
our experiences with client becoming attractive
perspectives. again after massive
downturn?
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Boxes and Lines
Text Text Text Text Text Text
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Factor
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Factor - Boxes
Factors 1
Text Text
• Text • Text
• Text • Text
Text
Text Text
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• Text • Text
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Factor
xxx
Text Text Text Text

• Text • Text • Text • Text
Text Text Text Text
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Factor - Boxes
Factors 2
Text
• Text
• Text
Text Text Text

• Text • Text • Text
Text
• Text
• Text
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Factor - Boxes
Factors 3
Text
Text
• Text
• Text
Text • Text Text
Text
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Factor - Boxes
Factors 3a
Text
Text
• Text
Text Text
• Text
• Text
Text
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Factor - Boxes
Factors 4
Text Text
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Text
• Text
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• Text
Text Text
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Factor - Boxes
Factors 5
Text Text
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Text
• Text
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• Text
Text Text
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Factor - Boxes
Factors 6
Text Text
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Text
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Text Text
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Factor - Boxes
Factors 6a
Text Text
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Text
• Text
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Text Text
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Factor - Boxes
Components 1
Text Text
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Text
• Text
• Text
• Text
Text
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Factor - Boxes
Components 1a
Text Text
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Text
• Text
• Text
• Text
Text
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Factor - Boxes
… …
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30
Module und Variations_E
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. 30
Factor - Boxes
• … • …
…
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31
. 31
Factor
… ….
• factor • factor
• factor • factor
… ….
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Factor Example
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Factor - Boxes
Components 2
Text Text
• Text • Text
• Text • Text
• Text • Text
Text Text
• Text • Text
• Text • Text
• Text • Text
Text
• Text
• Text
• Text
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Factor - Boxes
Components 3
Text Text
• Text • Text
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Text Text
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Text
• Text
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• Text
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Factor
Text
Text Text
Text
• Text
• Text
• Text
Text Text
Text
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Factor
Text
Text Text
Text
• Text
• Text
Text Text
Text
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Factor
Success
factors
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Factor
Factor 1 Factor 2
Generic
description of
the 4 factors
Factor 4 Factor 3
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Factor
Factor 1
Factor 5 Factor 2
Generic
description of
the 5 factors
Factor 4 Factor 3
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Factor
Factor 6 Factor 1
Factor 5 Generic Factor 2

description of
the 6 factors
Factor 4 Factor 3
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Factor
Factor 1
Factor 7 Factor 2
Generic
description of
Factor 6 the 7 factors Factor 3
Factor 5 Factor 4
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Factor
Factor 8 Factor 1
Factor 7 Factor 2
Generic
description of
Factor 6 the 8 factors Factor 3
Factor 5 Factor 4
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Factor
6
success factors
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Factor
5
success factors
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Factor Example
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Goal-setting
Text
Text
Text
Goal
Text
Text
Text
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Factor
… …
48
. 48
Factors (4)
… …
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49
. 49
Factor
… …
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50
. 50
Factor
… …
51
. 51
Factor
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Factor
Factors – Hexagonal 1
Text
Text Text
Text
Text Text
Text
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Factor
Factors – Hexagonal 2
Text
Text Text
Text
Text Text
Text
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Factor
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Factor
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Factor
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Factor Example
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Factor
Factor 1
Factor 4 Factor 2
Factor 3
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Factor
Factor 1
Factor 2
Factor 4
Factor 3
3
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Factor
Factor 1
2 Factor 2
Four
dynamic
factors
Factor 4 4
Factor 3
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Factor Example
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Puzzle
This is an example This is an example

text. text.
Text Text
This is an example This is an example

text. text.
Text Text
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Puzzle Pieces 2
Text Text
Text Text
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Puzzle
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Puzzle
Text Text
• Text • Text
• Text • Text
• Text • Text
Text
• Text
• Text
• Text
Text Text
• Text • Text
• Text • Text
• Text • Text
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Puzzle
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Puzzles
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Puzzle Example
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Factor - Circles
Design example: 3 factors of Corporate Environmental
Responsibility
Economic Progress
• Shareholder value
• Profitable growth
Safe and
Eco-efficient
effective
operations
products
The
Pledge
Social Environmental
Responsibility Safe Protection
• Conscientious work-place • Clean and healthy
citizenship environment
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Factor - Circles
Interlocking Circles 1
Text Text Text

• Text • Text
• Text • Text
• Text • Text
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Factor - Circles
Text
Text Text
Text
Text Text
Text
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Factor - Circles
Text
Text Text
Text
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Factor - Circles
Text
Text Text
Text
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Factor - Circles
Text Text
Text Text
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Factor - Circles
Text Text
Text Text
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Factor - Circles
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Factor: Elements of Social Enterprise Platform
Sell
Collaborate Service
Market Products
Social
Enterprise
Platform
Engage Geo-locate
Listen Partners
Social
Enterprise
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Factor Example
Maximize business value with speed and efficiency.
Software
Engineering
Suite for Accenture
Salesforce Foundation
Accenture System Mobility
Diagnostics for Platform for Framework
Salesforce Salesforce
Accenture Accenture
Reusable SaaS
Technical Delivery
Library Toolkit
Accenture
Global
Delivery
Deployment
Methods
Toolkit
for SaaS
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Cubes
Cube 2x2x2
Text Text
• Text • Text
• Text • Text
Text • Text • Text
Text Text
• Text • Text
• Text • Text
Text •
Text • Text
xt
Te
e xt
Text Text T
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Cubes
Cube 2x2x4
Text Text Text Text

Text Text Text Text

Text Text Text Text
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Cubes
Cube 3x3x4
Text Text Text Text
Text
• Text
• Text Text
Text
Text Text
• Text
• Text
Text
• Text
• Text
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Cubes
Segmentation
Text
Text Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
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Isometric cube
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Cubes
Intersect
Text Text
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Cubes
Text
Text
Text
Text
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Cubes
t
Tex
t Tex
Tex t
Tex t Tex Text
t
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Summarization
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Summary
1 2 3 4 5 6 7 8 9 10 11
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Summary
1 2
Heading Heading Heading Heading Heading Heading

• Details • Details • Details
• Details • Details • Details
3 4
Heading Heading Heading Heading Heading Heading

• Details • Details • Details • Details • Details • Details
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Summary
1 2
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3 4
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Summary
Direction
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Summary
Text Text
Text Text
Text Text
Text Text
Text Text
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Summary
Text Text
• Text
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Text Text
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Summary
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Summary
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Summary
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Summary
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Summary
Part 1
• Point 1
• Point 2
Part 2 • Point 1
• Point 2
Part 3
• Point 1
• Point 2
Part 4 • Point 1
• Point 2
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Summary
Text Text Text
Text Text Text

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Summary
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Summary
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Summary
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Summary
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Summary
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Summary
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Summary
Title Title
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Summary with Mutuality
Text Text
Text Text
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Consequences
Text
• Text
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Text
• Text
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Consequence
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Consequence
• …
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Consequences
Text • Text Text

• Text • Text
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• Text
Text • Text
• Text
• Text
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Consequences
Text • Text Text

• Text • Text
• Text • Text
• Text
Text • Text
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Text • Text
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Consequences
Text Text
• Text • Text
1 Text
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2 Text
3 Text
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5 Text
6 Text
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Consequence
Text Text
Text Text Text
Text Text
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Consequence
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Consequence
Example text Example text
Example
text
Example
Example text text Example text
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Consequence
...
... ...
...
... ...
...
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Consequence
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Conclusion
Text Text Text

Summary Text
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Conclusion/Consequence
Text
Text Text
• Text • Text
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Text
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Conclusion/Consequence
Text
Text Text Text

Text
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Consequences/Conclusion
Text Text
Text • Text • Text • Text

Text • Text • Text • Text

• Text • Text
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Process With Focus
Text
Text Text Text Text Text
Text
• xxx
Text
• xxx
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Press Clippings/Quotes 1
“Quotation...”
Source
“Quotation...”
Source
“Quotation...”
Source
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Press Clippings/Quotes 2
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Table
Column Title 1 Column Title 2 Column Title 3
Category 1 • Type your phrases and • Type your phrases and • Type your phrases and
sentences here sentences here sentences here
• Type your phrases and • Type your phrases and • Type your phrases and
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Table
Column Title 1 Column Title 2
• Type your phrases and sentences here • Type your phrases and sentences here
Category 1 • Type your phrases and sentences here • Type your phrases and sentences here
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Table
1 2
3 4
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Matrix/Summary
... ... ...
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…
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…
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Matrix 1
Text Text Text Text Text Text Text
Text
Text
Text
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Matrix 2
Text
Text
Text
Text
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Matrix 3
Text
• Text
Text
• Text
• Text
Text
Text
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Matrix 4
Text
Text • Text
• Text
• Text
Text
Text
Text
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Matrix 5
Text Text Text Text
Text
Text
Text
Text
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Matrix – Transparent 1
Text
• Text
Text
• Text
• Text
Text
Text
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Matrix – Transparent 2
Text
Text
Text
Text
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Matrix
Scale
Level 1 text Level 1 text
• Level 2 text • Level 2 text
- Level 3 text - Level 3 text
Dimension 1
Level 1 text Level 1 text
• Level 2 text • Level 2 text
- Level 3 text - Level 3 text
Scale
Scale Scale
Dimension 2
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Matrix Extended
Text
Text Text
Text
Text
Text Text Text

Text
Text Text
Text
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Matrix
Content
Label
Dimension I
Content Content
Label
Content Content
Label
Label Label Label
Dimension II
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Matrix Extended
Text
Text Text Text
Text
Text Text Text Text

Text
Text
Text Text Text

Text
Text
Text Text Text

Text
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Matrix
High
 Product 5
 Product 1  Product 6
 Product 7
 Product 8
Label
 Product 10
Low
Low High
Label
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Matrix
Time Range
er m
gt
Text Text
Text Text
n
Lo
m
ter
Text Text Text Text

Mid
m
te r
Text Text Text Text

ort
Sh
Text
Text Text Text Text
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Matrix Example
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Matrix Example
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Storyboard
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Improvement
Tomorrow
Today • …
• … • … Strengths
Strengths • … • …
• ... • ...
• … • …
• … • … Weaknesses
Weaknesses • … • ...
• …
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Quote
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Relationship
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Interaction
Text
Text Text
Text
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Feedback 1
Text Text
• Text • Text
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Text
• Text
• Text
• Text
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Feedback 2
Text
• Text
• Text
• Text
Text
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Cross-fertilization 1
Text Text
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Text Text
• Text • Text
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Text
• Text
• Text
• Text
Text
• Text
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Text Text
• Text • Text
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Linked
Linked Circles 1
Text
Text Text
Text Text
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Linked
Linked Circles 2
Text
Text Text
Text
Text Text
Text Text
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Linked
Customer
Distributors
Clients Competitors
Suppliers
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Complete
Text
Text
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Yingyang
Components
Text
Text
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Include
Layers
Text
Text
Text
Text
Text
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Include
Brakes
Spiral
Tube in tube
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Include
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Relationship
1 2 3
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Cooperation
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Cooperation
外
品牌
内外
企业文化
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Separation
Text Text
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Separation
Text
• Text
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Text
• Text
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Separation
• …
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Separation
...
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Synthesis
Text
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Centralization
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• Text
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Decentralization 1
Text
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Decentralization 2
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• Text
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Text Text
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Text
• Text
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Centralization/Decentralization
Centralization Decentralization
Text
Text Text
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Interface
2 6
3
8
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Decision
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Chain Effect
Text
Text
Text
Text
Summary
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Chain Effect
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Twisted
Text
Text
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Up and Away
Text Text
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Up and Down
Text
Text
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Relationship
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Multipliers
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+ +
+ +
+ +
+ +
+ Project teams
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Forces
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Barriers
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• Text
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Text
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Barriers
Text
Text Text Text

• Text
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Text Text • Text
Text Text
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Barriers
Text
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Barriers
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Penetration
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• Text
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Penetration
Text Text
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Penetration
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Penetration
Text Text
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Resistance
Text
Text
Text
Text
Text
Text
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Resistance
Text
Text Text
• Text • Text
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Text
• Text
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Resistance
1 2 3 4
6 7
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Filter
Text
Text
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Filter
1 2 3
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Filter
… …
• … • …
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Filter
Initial situation
1. Criterion
2. Criterion
3. Criterion
Result
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Filter
Prioritization
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Dead End
Text
• Text
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• Text
Text
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Broken
Text
• Text
• Text
• Text
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Conflict
1 2
3 4
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Conflict
… …
• … • …
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Conflict
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Conflict
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Conflict
Text Text
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Conflict
Text
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Flexibility
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Flexibility
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Flexibility
Intention Ability
Flexibilty
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Pressure
Text
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Pressure
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Pressure
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Pressure
Text
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Pressure
1 2
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Against
Text
Text
Text
Text
Text
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Split
Text
Text Text
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Change of Direction
1 2
3 4
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Change of Direction
Moment of directional change
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Influence 1
Text
Text
• Text
• Text
• Text
Text
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Influence 2
Text Text
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Text
• Text
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Influence 3
Text Text
Text Text
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• Text
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Influence 4
Text Text
Text Text
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Influence 5
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Forces 1
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Forces 2
Text
Text
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• Text
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Forces 3
Text Text
Text Text
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Forces 4
Text
Text Text Text
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Forces 5
Text
Text Text
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Forces 6
Text
Text Text
Text Text Text
Text Text
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Porter’s Five Forces
• Text
• Text
New Entrants
Suppliers Internal Competition Customers

• Text
• Text
Substitutes
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Reaction
… …
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Reaction
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Reaction
Text
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Reaction
Text
Text
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Development
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Develop
Stage 4
Stage 3
Stage 2
Stage 1
Forecast Externally Strategic

Budget based orientated management
planning planning planning
Meet budget Predict the Think Create the

and schedule future strategically future
Value system
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Develop
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Increase
Text Text Text
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Increase & Decrease
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Increase
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Increase
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Develop
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Increase
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Increase
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Decrease
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Redesign
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Redesign
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Redesign
Status quo Best solution
“Shotgun”
“Shotgun” “Sharpshooter”
“Sharpshooter” “Machine
“Machine gun”
gun”
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Flows and Process
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Process
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Process
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Phase 1 Phase 2 Phase 3 Phase 1 Phase 2 Phase 3
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Process
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Process with root cause
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Processes – Linear Flows
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Decisions
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Linear Flow 4
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Process 1
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Process 2
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Chevrons
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Steps – Descending 1
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Process
1
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Process
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Steps – Ascending 1
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Steps – Ascending 2
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Growth 1
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Growth 2
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Development
Text Text Text
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Development
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Development
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Development
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Development
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Changing Course
Text Text
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Acceleration
Text
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Processes – Circular Flows
Circular Flow 1
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Circular Flow 2
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Circular Flow 3
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Circular Flow
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Dual iterative Flow
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Impacted Flow 1
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Circular Flow Example
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Circular Flow 7
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Circular Flows
Appraise performance Bottom up action

and prospects programs
1 8
Develop
strategy 2
3 7 Top down
action programs
4 6
Redesign Assess change
pivotal jobs 5 readiness
Design the skill
building process
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Relationship
2 5
Restructuring framework
3 4
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Text Text
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Circular Flow 10
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Iterative Flow 1
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Iterative Flow 2
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Iterative Flow 3
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Iterative Flow
Text Text
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Iterative Flow 4
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Impacted Flow 2
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Process Map
Market Feasible
Archetype Scenarios
Asia Whisky
Model • India
• Sizing • China Opportunity
Assessment Develop
• Pricing • Philippines Objectives &
Strategies
• Financial Goals
Are there
opportunities Determine Yes • Market Priorities
for whisky in Whether to • Acquisition or Execute
the rest of the Proceed Organic Growth
world? Further • Product/
Marketing/
Success Distribution
Requirements Strategies
Bacardi
Strategy Will whisky
Overlap help to build
Bacardi Bacardi rum
Strategy globally?
Confidential.
Trees
.
Breakdown
Horizontal issue tree – Symmetric
Text
Text Text
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Text Text
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Breakdown
Horizontal issue tree – Asymmetric
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Text
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Breakdown
Mapping – Horizontal
Text Text Text
• Text • Text
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Text
Text Text
Text
• Text Text
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Text
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Breakdown with Summary
Comment text
Heading Heading
• Text • Text
Price
Revenue
• Text • Text
Volume
• Text • Text
Staff
Economic
Costs
Value
• Text • Text
Other
• Text • Text
Asset
Utilization
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Breakdown
Text
Text Text
Text
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Tree Example – Cost breakdown
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Tree Example – Value Tree
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Tree Example - Element
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Top-down
Vertical issue tree – Symmetric
Text
Text Text
Text Text Text Text
Text Text Text Text
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Top-down
Vertical issue tree – Asymmetric
Text
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Text Text Text
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Top-down
Text
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Top-down
Text
Sub-objectives
Text Text Text Text
Process objectives
Text
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Top-down
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Top-down
1 2 3 4 5
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Decision Tree
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Pyramid
Pyramid Components 1
Text Text
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Pyramid
Stacked Pyramid – 3 Layers
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Pyramid
Stacked Pyramid – 4 Layers
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Pyramid
Pyramid/Factors
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Pyramid
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Pyramid
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Evaluation
.
Pros and Cons
Title
Description
Text Text
PRO CON
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Pros and Cons
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Pros and Cons
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+ –
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Pros and Cons
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Difference Evaluation Chart
Grade
6 5 4 3 2 1
Attribute 1
Attribute 2
Attribute 3
Attribute 4
Attribute 5
Average
Company 1 Company 3
Company 2 Average
Hints:
1 Right-click onto the colored lines and select “edit points“
2 Click onto appearing black points and move them to desired position
3 Edit company names manually
4 Edit attributes manually
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Difference Evaluation Example
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Radar
Criterion 1
Criterion 5 Criterion 2
Label C
Label B
Label A
Hints:
1 Insert columns/rows as required (each area will adopt a different color)
2 Double-click on an area to change the color
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Radar
Criterion 1
Label A
Label B
Label C
Hints:
2 Right-click on a line and select “Format data series“ to change the color and style
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Radar Example
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High Performance/Hewitt Best Employer Range
Overall
40 %
30 % 65 %
Serious Indifferent
Range Range High Performer/
Hewitt Best
Employer Range
Text
Destructive High Performer/
Range Hewitt Best
Employer Range
0% 100 %
Benchmark Averages
CRM UK (36%) Average Global Benchmark (53%)

2010 Accenture (57%) High Performing Companies (78%)
*Source: Hewitt Associates Employee Engagement and Best Employer Database of 5000+ companies
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Peer Analysis
Moving the needle could

Peer Worst Peer Best mean to the customer…
Text Text x x Text … Text

x

x

x

x

x
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Scoring 1 – Harvey Balls
Options Criterion 1 Criterion 2 Criterion 3 Criterion 4
• Comment • Comment • Comment • Comment

Option 1 • Comment • Comment • Comment • Comment

Criteria Option 1 Option 2 Option 3 Option 4

Criterion 1 • Comment • Comment • Comment • Comment

Excellent Good Satisfactory Poor Very poor
Very high High Medium Low Very low
Tip:
Use “ Harvey Ball” on the MC toolbar to quickly draw and replace these shapes
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Scoring 1 – Arrows




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Scoring 1 – Stars
Option 1
Option 2
Criterion 1
Criterion 2
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Opportunities/Risks 1
Opportunities Risks
Text Text
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Opportunities/Risks 2
Text
• Text Text
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• Text
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As-Is/To-Be Comparison
AS-IS TO-BE
• As-Is Situation • To-Be Situation
Text
• As-Is Situation • To-Be Situation
Text
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Prioritization Matrix
Value Opportunities to Explore:

1. Opportunity Area 1
High 16 4. Opportunity Area 4
1 8 12
7
3 6. Opportunity Area 6
4 10
9 13
Med 9. Opportunity Area 9
6 10.Opportunity Area 10
11
12.Opportunity Area 12
15 2
Low 14.Opportunity Area 14
Low Med High 17.Opportunity Area 17
Effort
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Prioritization Matrix Illustrative Contents
After the As Is study Accenture has identified list of initiatives which align to the <Client
Name>’s strategic vision of creating a customer focused organization
Level of List of projects:

Potential
Benefits
Quick Win Medium Term Long Term 1Process modifications at call center
and back office
H 5 7 9 2Employee training for increased

customer focus
3“Voice of customer (VoC)” survey to

identify customer preferences
10
4Review of advertisement strategy
M 3
1 2 8 5Product strategy review to align with
‘VoC’
6
6Set up single counter operations
7Enable web based self service
L
4
8Implement CRM for single customer
view
9Enable SMS alerts

L M H
Ongoing Enable multi channel payment facility
Difficulty of Implementation 10
(through web, mobile and kiosk)
Not started
Confidential.
Prioritization Matrix
Confidential.
Prioritization Matrix – Option 3
Value Opportunities to Explore:
Highly Potentially
Desirable Desirable 2. Opportunity Area 2
High 16 8 12 4. Opportunity Area 4
1
10
17
9 13 9. Opportunity Area 9
Med
6
11
15 2 13.Opportunity Area 13
5
Low 14.Opportunity Area 14
Quick Least
Hits Desirable 15.Opportunity Area 15
Low Med High
Effort
Confidential.
Benefit Effort Matrix
Purpose: Visual Representation:
Provides framework and graphical tool for assessing the expected
benefit and perceived effort of one process improvement project
relative to another
Asset Description/Definition:
• This initial screening procedure and graph helps to facilitate a
discussion around the potential benefits to be realized and the
projected effort required to accomplish a particular project or
process improvement.
• The same measurements are applied to each and all are
mapped on the same graph, displaying which projects might be
quick wins or highly desirable (less effort and high benefit) and
which are less desirable (high effort and lower benefit).
• Benefits to be considered include: revenue growth, cost
reduction, capital reduction, tax or interest rate impact
• Efforts to be considered include: resources required, project
duration , capital investment, expense investment
• Also consider strategic fit, enabling project, regulatory
compliance, project risk
Value to Clients/ Benefits: KX Link Methods Tracker

• Encourages a structured process for comparison of process https://kx.accenture.com/R
improvement ideas epositories/ContributionFor
• Provides graphical representation of the projects being m.aspx?path=C21/27/3&m
considered ode=Read
• Engages stakeholders in the activity of project prioritization
Confidential.
Copyright © 2011 Accenture All Rights Reserved.
When to use: How to use – continued
• Use a Benefit/Effort Matrix to prioritize and choose from process • Benefits scales to assess time reduction, complexity reduction,
improvement projects prior to beginning the transformation itself process transparency, project management and cost controls; quantify
the benefit
Inputs – Data Required: Scale Description

• List of improvement projects 0-1 Low—minimal or no impact
• Input or recommendations from key stakeholders around each
1-2 Incremental impact
project
• Any metrics or data about a process or project that could be used 2-3 Measurable impact—”move the needle”
to support a benefit or effort assessment 3-4 High impact –” game changing”
How to use:
• The process improvements is classified into the four categories • Scale the Effort: consider the resources required, complexity of the
indicated on the Matrix. project, and the amount of time required to complete, each process
• Screen the initial list of opportunities as: improvement’s potential effort is scaled based on the guidelines
– Highly Desirable Opportunities
– Potentially Desirable Opportunities
– Potential Quick Hits
– Least Desirable Opportunities
• Each process improvement needs to be evaluated and prioritized
using specific evaluation criteria—key dependencies and by
benefit-effort trade off—in order to develop a road map.
• Scale the Benefit: Based on the potential benefit derived, each
process improvement is scaled using the five target areas
guidelines(Time Reduction, Complexity Reduction, Process
Transparency, Project Management and Cost Controls) • Process improvement initiatives should target areas with the greatest
benefit, while managing resources to minimize required effort
Confidential.
Three steps to create the Benefit-Effort Matrix:
Benefit
1. Screen initial list of Highly Potentially
opportunities Desirable Desirable
High
2. Evaluate and prioritize

using specific
evaluation criteria Med
Low
Quick Least
3. Scale the Matrix Hits Desirable
Low Med High
Effort
Confidential.
Benefit
Highly Potentially
• Revenue Desirable Desirable
enhancement
High
• Operating profit from
cost reduction
• Capital reduction
• Strategic alignment Med
• Other benefits
–Client satisfaction
–Cycle time reduction
–Associate Low
Quick Least
involvement Hits Desirable
Low Med High
Effort
• Personnel requirements
• Project duration
• Capital investment
• Risk projection
Confidential.
Process improvement initiatives should target areas with the
greatest benefit, while managing resources to minimize
required effort
Initial Recommendations
Benefit 1. Define and develop a single process owner.
1 2. Build feedback loops and toll gates to facilitate
High
a learning process.
3. Evaluate and realign key performance drivers
6 9 across functions participating in the process.
5
2 10 4. Leverage CVSM to enhance upstream and
8
3
downstream process visibility and knowledge.
7
5. Refine and standardize premium costing
4
Med
analysis, including direct and indirect costs.
6. Design and implement a single
promotions "white board“.
7. Define and implement a pre-project impact
meeting with all potential process participants.
8. Define and implement formal kick-off meeting.
9. Develop concept/premium decision matrix with
Low inputs and potential cost/capacity outputs.
Low Med High
10. Define premium promotion "post-mortem"
process, including data gathering and
Effort performance evaluation.
Confidential.
Strategic Initiatives
• Network-wide, unbounded, systemic
business issues
• Require the use of hypothesis-driven
analysis to drive insights that lead to
recommendations
• Significant execution effort (time, FTE)
Process Improvement Projects

• Complex projects where root cause of
problem is not fully understood
Business Benefit
• Thorough measurement and analysis

prior to implementation
• Typical 1 to 4 month project duration
Just Do It
 Low complexity projects where known
solution(s) can be applied
 High bias for action and
implementation
Not Worth It
 Benefits don’t outweigh costs
Effort  Limited opportunity for improvement
Confidential.
Shaded Areas 1
Area 1
Area 2
Area 3
Area 4
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Shaded Areas 2
Area 1
Area 2
Y-Criteria
Area 3
Area 4
X-Criteria
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Option
1 2 3
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Option
1 2 3 4
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Balance 1
Text
Text
Text
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Balance 2
Text
Text
Text
Text
Text
Text
Text
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Balance 3
Text
Text Text Text Text
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Balance/Imbalance 2
Tex
t
Tex
t
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Imbalance
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Becoming Imbalance
• … • …
401
. 401
Imbalance
• …
• …
402
. 402
Balance
• … • …
403
. 403
Imbalance
• …
• …
404
. 404
Balance
Text
• Text
Text
• Text
406
. 406
Balance
Title
Sub title Sub title
• •
• •
• •
Risk management
407
. 407
Balance
Text
Text
* Footnote
Source: Source
408
. 408
Balance
Text
Text
* Footnote
Source: Source
409
. 409
Balance
• …
• …
410
. 410
Dependence
Text
• Text
• Text Text
• Text • Text
• Text
• Text
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Dependence
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Balancing steps
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Project Management
and Tools
.
Project Phases
Phase I Phase II Phase III
• … • … • …
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Project Phases
Phase I Phase II
1 2 3
… … …
• … • … • …
4
…
• …
… weeks … weeks
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Project Phases
Phases Project features Time required
1 2
... ...
Phase I • … • …
…
weeks
...
3
...
Phase II • …
…
weeks
...
4
...
Phase III
…
• …
weeks
...
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Project
...
... ... ... ... ...
Content
Content Approach
Approach Result
Result
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Project Phases
Text Text Text

• • •
• • •
• • •
• • •
• • •
• • •
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Project Phases
Phase 1 Phase 2 Phase 3 Phase 4
Name of phase 1 Name of phase 2 Name of phase 3 Name of phase 4
Timing 2 weeks 4 weeks 3 weeks 2 weeks
Key • Task 1 • Task 1 • Task 1 • Task 1

Tasks • Task 2 • Task 2 • Task 2 • Task 2
• Task 3 • Task 3 • Task 3 • Task 3
Confidential.
Project Phases
Activities per phase
• Text
Phase 1 • Text
• Text
Review
• Text
Phase 2 • Text
• Text
Review
• Text
Phase 3 • Text
• Text
Review
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Gantt Chart 1
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Project 1
Project 1a
Project 1b
Project 2
Project 2a
Project 2b
Project 3
Project 3a
Project 3b
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Gantt Chart 2
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Project 1
Project 1a
Project 1b
Project 2
Project 2a
Project 2b
Project 3
Project 3a
Project 3b
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Gantt Chart 3
Jan Feb Mar Apr May Jun
100 Phase 1
Step 1
Step 2
Step 3
Step 4
200 Phase 2
Step 1
Step 2
Step 3
Step 4
300 Phase 3
Step 1
Step 2
Step 3
Step 4
Key decision points  
Date Date
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Gantt Chart 4
Jan Feb Mar Apr May Jun

100 Phase 1
Step 1
Step 2
Step 3
Step 4
200 Phase 2
Step 1
Step 2
Step 3
Step 4
300 Phase 3
Step 1
Step 2
Step 3
Step 4
Key decision points  13.03.02  15.05.02
Confidential.
Project Timelines 1
Year
Month Month Month
Week Week Week Week Week Week Week Week Week Week Week Week
Heading
Heading

Milestone Milestone

Text
Text
Heading
Text
Text
Text
Text
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Illustrative
Project Timelines 2 Contents
Phase: Quick Wins Medium Term Long Term
Process Modifications
Design Train Deploy
• To be rolled out in all branches
Voice of Customer Survey
Design Survey Analyze

• Survey to be conducted in urban areas
• Sample population to be selected by Accenture
Web based Self Services
Design Develop Go Live
• Web page designing done be <client name>

• Go live date to be decided later by client
depending on the business requirement
System enhancement for payment and alert options
Design Develop Go Live

• Accenture to play PMO and system integrator role
Key Milestones
Quick win implementation Self service – New customer care
complete expected go live date suite completed
Confidential.
Illustrative
Project Timelines 3 Contents
01/10 02/10 03/10 04/10 05/10 06/10
Mission Statement
Process Design
Interviews
Process Mapping (RAID)
Best Practices Collection
Process Reengineering
Organization Design
Gap Analysis
To-Be Confirmation
Organization Alignment Customer Survey
Interviews
Value Drivers
Metrics Development
Action Plan
Steering Committee
Reviews (quarterly)
Key Deliverables Dependencies

Work Plan
Issue Log Template
Change Impacts List
Communication Plan
Key Activities And Deliverables Should Be Defined For Components Shown Above
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Project Timeline
<##>
Header <##> <##> <##> <##> <##> <##> <##> <##> <##> <##>
Text
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Timeline Example
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Meeting Example
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Program Status Dashboard
Start date: End date:
Workstream: <Workstream Name>
DD.MM.YYYY DD.MM.YYYY
Workstream Lead: < Name>
Status Comment Progress Since Last Report

• <Brief statement on positive changes since last report>
Time
• <Continue to specifically focus on Issues/Objectives met and overall
Value Delivered to the client as documented in the Value Map/Business
Workstream Objectives Case>
Client Value Delivered
Budget
Issues/Risks Responsible End Date

• <Issues and risks identified> • <Workstream team member r> DD.MM.YYYY
Necessary Decisions Responsible End Date

• <Decisions needed to solve issues/risks> • <Name, Department> DD.MM.YYYY
Next Steps Responsible End Date

• <Action items to be done until next report> • <Workstream team member required> DD.MM.YYYY
Confidential.
Change Board
Commitment Capability
Change
vision Individual Enabling
Conviction Courage
activity devices
Chief
Executive
Leadership
groups
Down the line
External
constitution
Confidential.
Measures Plan
Activity: … As of: …
Objective: Results:
• … • …
Responsible: … Support: …
Measures: … ... ... ... ... ... ... ... ...
• …
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Measures Plan
Measure: ... As of: …
Form of Dura- Dead- Pro- Com-

No. Individual steps Responsible Support Start
result tion line ject pleted
1. ... ... ... ... ... ... ... ... ...
Confidential.
Template Problem Definition Worksheet
Key facts (situation):
Need for change (complication):
Key question:
Buyers Scope
Sponsors: Desired outcomes:
Key decision makers: Out of scope:
Criteria for quality:
Confidential.
Open Items
1  xx 
2  xx 
3  xx 
4  xx ?
5  xx 
6  xx 
7  xx 
8  xx ?
Status: ? = Decision needed
 = Item closed
Confidential.
High-Level Business Case
Preliminary High-Level Business Case
Target Benefits ($) Investment Required ($) -- Optional
• Body copy • Body copy
Confidential.
Problem Report
Confidential.
Teams and People
.
Organization Chart
CEO Name
CEO
Name Dep. 1 Name Dep. 2 Name Dep. 3 Name Dep. 4 Name Dep. 5
SVP Department 1 SVP Department 2 SVP Department 3 SVP Department 4 SVP Department 5
Name Name Name Name Name

Title Title Title Title Title



Confidential.
Organization Chart with HC
....
... ...
... ... ... ... ... ...
... ... ... ... ... ...

... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ...
… … … … … …
... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ...
… … … … … …
... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ...
… … … … … …
... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ...
… … … … … …
... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ...
… … … … … …
... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ...
… … … … … …
... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ...
… … … … … …
... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ...
442
. 442
Parallel Chart
Text Text Text Text
Text Text Text Text
Text Text Text Text
Text Text Text Text
Text Text Text Text
Text Text Text Text
Confidential.
Team Structure
Executive Steering Team
Client Lead
Managing Director Managing Director
Account Team Operating Model Team
Senior Manager Senior Manager
Manager Manager
Consultant Analyst
Global Talent &

Innovation Network
Consultant
Analyst
Confidential.
Team Structure
Text
• Text
Text
• Text
• Text
• Text
Text Text Text

Confidential.
Team Structure
Steering Committee
• Text
• Text
• Text
QA Project Management Subject Matter Experts

Team 1 Team 2 Team 3

Confidential.
Team Structure Example
Confidential.
Individual Resource Profile
Accenture Team Member: Representative Profile
Profile Overview Relevant Experience
Insert Photo • Text
Name
Title
• Text
Relevant Skills
Industry Functional
• Text • Text
Confidential.
Individual Resource Profile
Profile Overview Relevant Experience and Delivered Outcomes:
Insert Photo Experience Outcomes
Name
Title • <List relevant experience> • <Highlight outcomes and tangible value
delivered to clients>
• •
• Summary
• •
Relevant Skills:
Industry • •
• •
• •
Functional
• •
Confidential.
Resource Profile List
Name Role Experience
Name 1 Insert Project • <In addition to listing relevant experience, highlight outcomes and tangible
Photo Director value delivered to clients>
Name 2 Project • <In addition to listing relevant experience, highlight outcomes and tangible
Insert Manager value delivered to clients>
Photo
Name 3 Insert Workstream • <In addition to listing relevant experience, highlight outcomes and tangible
Photo Lead value delivered to clients>
Name 4 Consultant • <In addition to listing relevant experience, highlight outcomes and tangible
Insert value delivered to clients>
Photo
Confidential.
Client Case Study/Experience
Client Business Challenge How Accenture Helped Key Outcomes
• Insert text • Insert text • Insert text
Insert Photo
Client Business Challenge How Accenture Helped Key Outcomes
• Insert text • Insert text

Insert Photo • Insert text
Confidential.
Client Profile Approach
• Text • Text
Delivering High Performance

from Issue to Outcome
• Text
The Breakthrough or Key Results

• Text
Confidential.
What we heard you say is This is the style we will These are behaviors we
important use will avoid
• Body copy • Body copy • Body copy
Confidential.
Client Experience Charter1
“this is what we will do” “this is what we won’t
What we heard you say is This is the style we will use do” are behaviors we will
These
important to you in how we avoid
work together
<Refer to the Client Experience <Refer to the Client Experience <Outline specific “traps” that we need to
Expectations Plan> Expectations Plan> avoid based on your understanding of the
client expectations>
• Overall client expectations, pertaining to: • E.g., Identify and focus on your key
issues and priorities E.g., “we will seek first to understand
- Key issues and priorities
versus presenting an answer without
• Define what outcomes you are looking to
- Value and outcomes listening”
achieve
- Delivery approach
• Focus on adding value over and above
- Legacy the core deliverables
- Personal expectations • Clearly define the delivery approach,
management and communication style
• Focus on building skill and capability into
your organisation
• Focus on outcomes which make you (the
client) successful
1
Client experience charter is about how we will work together with the client; it is not a legal document but more of a statement of intent against which
we can be judged and which we can be held accountable to in the sense of the client relationship. The client experience charter should be a summary
of the “Client Experience Expectations Plan”
Confidential.
Others
.
Vision
Vision
Vision
Confidential.
Vision
Vision b
Vision
Confidential.
Vision
Vision
458
. 458
Pillar
Pillars 1
Text
Text Text Text
Text
Confidential.
Pillar
Pillars 2
Text
Text Text Text Text
Text
Confidential.
Pillar
Pillars 2
Confidential.
Pillar
Pillars 2
Title
Title Title Title

Title
Confidential.
Pillar
Pillar
• … • … • … • … • …
Confidential.
Resume
Consultant profile: [first name, last name]
Position: xxxxxxxxxxxxxxxxxxxxxxxx Born: xxxx Nationality: xxxxxxxxxxxxxxxxxxxxx
Education Professional experience Key projects

xxxx-xxxx xxxxxxxxxxxxxxxxxxxxxxxxxxx xxxx-xxxx xxxxxxxxxxxxxxxxxxxxxxxxxxx • xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
Industry competence
• xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
Languages Methodological competence

• German • xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
• xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
Updated: mm/year
464
. 464
Resume
Position: ……………….. Year of birth: ……………….. Nationality: ………………..
Languages Professional experience Methodological competence

• … Since … • …
10/1992
Education
1990–1994 …
Industry competence Key projects
• … • …
Updated: MM/YY
465
. 465
Reconstructing
Restructuring does not mean ... But ...
Improvement of liquidity Structural Reduction in

change personnel
Cost reduction
Positioning on Cost
the market reduction
Reduction in personnel
Improvement
of liquidity
Structural change
Positioning on the
market
Confidential.
Configuration
Confidential.
Sandglass
Confidential.
Random
Confidential.
Focus Point
Text Text
Text Text
Confidential.
Models
.
Value Drivers Model
<Document the summary insight based on the factors which “make up” the client context.
Details can be accessed based on the work undertaken in the proposal phase. These can be
detailed out as backups using the various AMC Way assets listed.>
Industry context Key Value Drivers* Impact
• [Context Point 1]
Driver #1 ... • Client Impact/ Performance #1 ...
Note: *These should reconcile with the Industry Value Driver Tree. Where one does not already exist, this should be created first and the drivers in here can then
reference the tree to ensure consistency
Confidential.
Value Drivers Model
Tangible Drivers of
Economic Value
1 KPI 1
Sub element 1 Sub element 1 (x)
KPI 2
Sub element 2 Value driver
Macro-economic/ Value KPI 3
Industry Growth Drivers Sub element 2 (x) sub elements
Sub element 3 Driver 2 & their
KPI 4
breakdown
KPI 5
Sub element 4 Sub element 3 (x)
Cash KPI 6
In
Sub element 1
2 3
(+)
Sub element 2
(+) Company Sub element 1
Sub element 3 Value Cash Cash Value
Name
Driver 1 Out In Driver 3
(+) Sub element 2
Sub element 4
(+)
Sub element 5 SBU1 SBU2 SBU3
Note: Value drivers should be tangible, quantifiable, and MECE.
Intangible Drivers Intangible factor 1

of Economic Value
Non-quantifiable value creation levers Intangible factor 2
for the company (macro economic, Economic Indicators
industry and company specific factors) Intangible factor 3 Non-controllable factors
Intangible factor 4 Controllable factors
Confidential.
Maturity Model Example
At a summary level, <Client> supply chain capabilities are consistent with a basic level of
maturity and performance.
Capability Area Performance Rationale
• Strategy and alignment to business/corporate objectives is
Integrated unclear, with supply chain underinvested.
Supply Chain • Tactical focus and lean staffing results in reactive service.
• Measurement and performance is unclear with few
measures established or communicated.
• Demand / supply planning is an ad-hoc activity with no

formal and/or consistent collaborative planning &
communication.
Client
• Long term, forward-looking detailed material and service
Collaboration
requirements un available nor communicated to supply
and
chain.
Integration
• Focus on transactional, day to day activities, limited
available to focus on strategic initiatives (SRM, Contract
Efficient Mgmt, S Sourcing).
Distribution • Strategic sourcing has been pursued with proven success
but is limited by availability of Dir, Supply Chain who leads
efforts.
• Supplier diversity is a focus area with a dedicated resource
who reports to HR.
• Network of T&D district storerooms appear to have excess
Demand Driven inventory based on calculated turn rates.
Planning • Strategic use of HD Supply as Client’s central distribution
centers, provision of SLAs and methods of aggregated
Basic Advanced Leading Emerging procurement.
Current Company Performance Suggested Company Competency Range based on Industry information
Confidential.
Maturity Model Example
After analyzing the current state with qualitative and quantitative data, map current
vs. future agreed upon state. Realize that it is unnecessary and sometimes fiscally
irresponsible to be “Progressive” in every capability.
Integrated Supply Chain
Clients Collaboration
Sales Effectiveness
Demand Driven Planning
Efficient Production
Suppliers Collaboration
Technology Capabilities
Current Future Basic Advanced Leading Emerging
Confidential.
475
Strategy Cascading
• 使命
Mission
企业为什么存在
• 愿景 Vision
应成为一个什么样的企业
目
标核心价值确认业务范围核心价值实现步确定战略实施总体经营目标
• 公司战略－分析企业优－客户骤阶段－营业收入
及
劣势－产品－价值链定位－何时介入－利润
规－确定核心价－地域－如何实现核心－何时扩张－资本收益
划值价值－净现金流
• 业务战略
A
... A A A A A
• 职能战
略
技术研发、人力资源、服务……
Confidential.
Cost Map (Total Cost Structure of Company)
Total costs: $XYm
R&D $Xm
Finance & Strategy $Xm
HR $Xm
Administration $Xm
Procurement Manufacturing Sales Customer

$Xm $Xm $Xm Service
$Xm
Confidential.
Price Benefit
Benefit
Competitive
advantage
Competitive
disadvantage
Price
Confidential.
Five Forces
New
entrant
Industry
Suppliers Buyers
competitors
Substitutes
Confidential.
7S
Style
Strategy Skills
Shared
values
Staff Systems
Structure
Confidential.
Frameworks
.
Value Chain
Core
Process
Support
Process
Draw the supporting

processes by dragging
and deleting the lines
Confidential.
Value Chain Example
Confidential.
Frameworks: Porter Five Forces
Bargaining Power of Customers Threat of New Entrants

 Text  Text
 Text
– Text – Text
– Text
Bargaining Power of Suppliers Threat of Substitute Products

 Text  Text
– Text – Text
Competitive Rivalry
within the Industry
Confidential.
Frameworks: BCG Matrix
Text
y%
Stars Question Marks
Market
Growth
Text
Rate
x%
Text
Cash Cows Dogs
10x 1x 0.1x
Relative Market Share
Confidential.
Frameworks: Benefit Potential
Potential Annual Benefits Conservative Estimate

Likely Scenario
XXM XXM One-time benefit
YYM YYM
Text Text Text

XM - YM XM - YM XM - YM
XM XM XM
Text Text Text
YM YM YM
XM XM XM
Text Text Text
YM YM YM
XM XM XM
Text Text Text
YM YM YM
XM
Text
YM
XM
Text
YM
Text Text
XM - YM XM - YM
XM XM
Text Text
YM YM
XM XM
Text Text
YM YM
Confidential.
Key Steps Sources
Level 1 text
Step 1 • Type your phrases and sentences here
• Level 2 text
Confidential.
Accenture Management Consulting Way
Approach Diagram, Assets, and Workplans
.
User note: Each color
represents a distinct
phase of the Approach
and changing them is
The Approach not recommended.
Phase Description
• ...
• ...
• ...
• ...
• ...
Confidential.
The Approach - Detail not recommended.
Target & Diagnose & Blueprint Execute Operate

Deliver Value Explore
Phases
Activities • ... • ... • ... • ... • ...
Deliverables • ... • ... • ... • ... • ...
Milestones • ... • ... • ... • ... • ...
Confidential.
The Approach - Timeline not recommended.
Week a Week b Week c Week d Timeline
<Identify Key Activity Groups, e.g., Target, Quantify, Realize/Capture)
Confidential.
<Outline key phases, activity groups and phase of the Approach
timeline for execution> not recommended.
Start Up Project Name

Week 0 Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8
Project Steering Steering Steering Final
Kick-off Committee Committee Committee Steering
Committee
Final Report v.1

Mobilise Team
Develop Final Report
Activity Draft
Activity
Activity Deliverablev.1
Target and Activity Final
Activity
Deliver Value Activity
Deliverablev.1
Activity Draft
Activity
Diagnose and Final
Activity
Explore Activity
Deliverablev.1
Activity
Activity
Activity Draft
Activity Final
Deliverablev.1
Blueprint Activity
Activity
Activity
Activity Draft
Activity
Activity Final
Deliverablev.1
Execute Activity
Activity
Activity Draft
Activity Final
Deliverablev.1
Operate Activity
Activity
Deliverable Workshop/Kick-off Steering Committee
Confidential.
<Outline key phases, activity groups and phase of the Approach
timeline for execution> not recommended.
Start Up Project Name

Week 0 Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8
Project Steering Steering Steering Final Steering

Kick-off Committee Committee Committee Committee
Mobilise
Mobilise Team
Team Final Report v.1
Activity
Activity Develop
Develop Final
Final Report
Report
Draft
Target and Activity
Activity Deliverable v.1
Deliver Value Activity
Activity
Final
Activity
Activity
Activity
Draft
Diagnose Activity
and Explore Activity
Activity
Final
Activity
Activity
Activity
Draft
Activity
Blueprint
Activity
Activity
Final
Activity
Activity
Activity
Draft
Activity
Execute Activity
Activity
Final
Activity
Activity
Activity
Draft
Activity
Operate Activity
Activity
Final
Activity
Confidential.
. Copyright © 2016 Accenture All rights reserved . Deliverable Workshop/Kick-off Steering Committee 493
<Highlight proprietary and other assets that we will utilize as per
the proposed approach during the engagement >
Global Practice Approach Client Success

Global Practice including a Our Approach and proprietary Demonstrated experience and
local core team of <list skills> assets with full lifecycle and success at hundreds of clients
specialists. thought leadership from including <list clients>.
Accenture experts.
Knowledge Exchange Tools & Accelerators Benchmarking

Web-based repository of Established diagnostic tools Accenture’s comprehensive
leading practices and re- for <list tools> with leading benchmarking capability has
usable deliverables practices and metrics. already been used by <list
encapsulating Accenture’s clients> to establish a
experience. baseline case for <xx>.
C-level Networks & Events Research & Publications Showcases & Site Visits
Accenture C-level Networks Perspectives and experiences Hands-on and virtual visits to
and <list events> hosts over on key <list area> issues, operating service centres
xx people from more than yy trends, and characteristics of such <list COE, Innovation
companies around the world high-performing operations. Centres>.
focused on <list focus>.
Confidential.
Key Assets not recommended.
Functional & Industry Assets

• Body copy
Core Assets
• Body copy
Thought Leadership Assets

• Body copy
Confidential.
Engagement Scope
Business Units Functional Areas Markets/Geographies
Confidential.
Issue to Outcome Flows
.
Marketplace Context
Industry Context Performance Opportunities Challenges
• Body copy • Body copy • Body copy • Body copy
Confidential.
Internal Context
Business Model Context Operating Model Context
Confidential.
Outcomes
<Client’s> business objectives in connection with the effort described in
this proposal are focused around the following desired Outcomes.
Interim Outcomes Interim Outcomes Target Outcomes

Month/Year Month/Year
Economic Economic Economic

Stakeholder Stakeholder Stakeholder

Environment Environment Environment

Confidential.
User note: Choose one of the following five 3-slide design options for showing a summary of Option 1
the issues and outcomes, our understanding of the critical considerations and our value
proposition.
Summary of Your Business Issues and Outcomes

From Issue To Outcome
Confidential.
Option 1
Our Value Proposition for the Engagement

From Issue Pace Certainty Strategic Other To Outcome
Agility (if applicable)
• Body copy • Body copy • Body copy • Body copy
Confidential.
Option 2
Summary of Your Business Issues and

Outcomes
Confidential.
Option 2
Our Understanding of the Critical

Considerations
Pace
Certainty
Strategic Agility
<Other if applicable>
• Body copy
Confidential.
Option 2

Pace
Certainty
Strategic Agility
<Other if applicable>
Confidential.
Option 3

Outcomes
From To
Issue Outcome
Confidential.
Option 3

Considerations
From Strategic Other (if To

Pace Certainty applicable)
Issue Agility Outcome
• Body copy • Body copy • Body copy • Body copy • Body copy • Body copy
Confidential.
Option 3
From Strategic Other (if To

Pace Certainty applicable)
Issue Agility Outcome
Confidential.
Option 4

Outcomes
From To
Issue Outcome
Confidential.
Option 4
Our Understanding of The Critical

Considerations
Text
From To
Issue Outcome
Strategic Other (if

Pace Certainty
Agility applicable)
Confidential.
Option 4

Text
From To
Issue Outcome
Strategic Other (if

Pace Certainty
Agility applicable)
Confidential.
Option 5
Considerations
Value and Benefits
From Issue Strategic To Outcome

Pace Certainty Other
Agility
Confidential.
Option 5

Value and Benefits
From Issue Strategic To Outcome

Pace Certainty Other
Agility
Confidential.
Data Analytics
.
Exponential Curve
Y-Axis
X-Axis
Confidential.
S Curve
Y-Axis
X-Axis
Confidential.
Asymptotic Curve
Y-Axis
X-Axis
Confidential.
Hyperbolic Curve
Y-Axis
X-Axis
Confidential.
Pareto (“80/20”) Distribution
100%
80%
Y-Axis
20% X-Axis 100%
Confidential.
Normal Distribution 1
f(X)
x
99.7
95.4
68.3
Confidential.
Normal Distribution 2
Confidential.
Frameworks: “Hockey Stick”
Xx Mio
Time
Confidential.
Frameworks: “Hockey Stick” 2
Xx Mio
Alternative 1
Alternative 2
Time
Confidential.
Small Illustrative Graphs
Revenue Sales Unit costs
Productivity Operating cost Error rate
Confidential.
Control Chart
失控
控制上限
衡量单位
平均
控制下限
时间
Confidential.
Data Visualization
.
Deviation Bar Chart
Label D -3
Label C -1
Label B 4
Label A 5
Hints:
1 Insert rows as required (each will adopt a different color)
2 Double-click on a bar to change the color
3 Drag data values outside the rows manually
4 Add labels manually
Confidential.
Range Bar Chart
Label D 32
Label C 34
Label B 32
Label A 31
0 10 20 30 40 50 60 70 80
Hints:
1 Enter the number for the space between the y-axis and the bar in the “Space“ row
2 Enter the width of the bar in the “Group 2“ row
Confidential.
Sliding Bar Chart
Label D -2 4
Label C -3 2
Label B -1 3
Label A -2 1
Hints:
1 Insert rows as required (each will adopt a different color)
3 Drag data values outside the columns manually
4 Add labels manually
5 To change the width of the rows select Chart Options and turn on the x-axis, then use Format Axis/Scale
to set the length of the x-axis. Once the scale is set, use Chart Options again to remove the x-axis
Confidential.
Paired Bar Chart
32 La 32
30 La 30
35 La 35
27 La 27
Hints:
1 This chart is made of two graphs. Start with the left one, it contains the axis titles
2 To change the width of the rows select Chart Options and turn on the x-axis, then use Format Axis/Scale to set the length of the x-axis. Once the
scale is set, use Chart Options again to remove the x-axis
Confidential.
Sub-divided Bar Chart
Group 1 Group 2
La 20 32 52
La 90 35 125
La 27 39 66
La 20 31 51
Hints:
1 Calculate the total and enter it in the "Sum" row (which is in a transparent bar)
2 Left align the total value (which is in a transparent bar)
3 Add the legend names manually
4 To change the width of the rows select Chart Options and turn on the x-axis, then use Format Axis/Scale to set
the length of the x-axis. Once the scale is set, use Chart Options again to remove the x-axis
Confidential.
Sub-divided 100% Bar Chart
Group 1 Group 2 Group 3
Lab 31% 48% 21%
Lab 64% 25% 11%
Lab 33% 47% 20%
Lab 27% 41% 32%
Hints:
1 Select Format Series Lines to add/remove trend lines
2 Add legend names manually
Confidential.
Grouped Bar Chart
32
Label D
20
35
Label C
90
39
Label B
60
31
Label A
20
Hints: Group 2 Group 1

1 Select a data series by clicking with the right mouse button on the bar
2 Choose an overlap in the options menu
3 Add group names manually
Confidential.
Waterfall Chart 1
3
11
Label A Label B Label C Label D Total
Hints:
1 Calculate and enter the value corresponding to the area below the column in the row marked "Space"
2 Enter the height of the column in the row marked "Column" row
3 Add/remove columns and rows as required
4 Add series lines between the columns manually, if required
5 To change the height of the columns select Chart Options and turn on the y-axis, then use Format Axis/Scale to set the length of the y-axis
(check the “Automatic” button). Once the scale is set, use Chart Options again to remove the y-axis
Confidential.
Waterfall Chart 2
1.5 1.5
1.5 1.5
2 2
3 3
4 4
5 5
Label A Label B Label C Label D Label E Label F Total
Hints:
Confidential.
Waterfall Chart 3
3
11
Total Label A Label B Label C Label D
Hints:
Confidential.
Waterfall Chart 4
1.5 1.5
1.5 1.5
2 2
3 3
4 4
5 5
Total Label A Label B Label C Label D Label E Label F

Hints:
Confidential.
Waterfall Example – Saving Opportunities
Confidential.
Waterfall Chart 5
3
11
Total 1 Label A Label B Label C Total 2
Hints:
Confidential.
Waterfall Chart 6
1
1 1
2 2
4 13
3 3
4 9
Total 1 Label A Label B Label C Label D Label E Label F Total 2

Hints:
Confidential.
Waterfall Chart Example – Visualize Cost
Confidential.
Waterfall
Label 50
1
Label
25
2
Label 45
3
Label
65
4
Label
185
5
Confidential.
Deviation Column Chart
5
4
-1
-3
Label A Label B Label C Label D
Hints:
1 Select a data series by clicking with the right mouse button on the bar
3 Add group names manually
Confidential.
Range Column Chart
80
70
60
34
50
40 32
32
30
31
20
10
0
Hints:
1 Enter the number for the space between the x-axis and the bar in the “Space“ row
2 Enter the height of the bar in the “Group 2“ row
Confidential.
Column Chart
You can put your points here in the header of the box
Graph Title
600 CAGR
??%
501
500
432
400
300
238
189
200 167
124 130
100
0
Label 1 Label 2 Label 3 Label 4 Label 5 Label 6 Label 7
Confidential.
Column Chart
Header
Graph Title
Level 1 text
Unit
• Level 2 text
- Level 3 text
189
167
130
124
Label 1 Label 2 Label 3 Label 4
Confidential.
Column Chart
300
Title
Unit of measure
250
Label 5
Label 4
200
150
100
Label 3
50
Label 2
Label 1
0
0 50 100 150 200
Title
Confidential.
Grouped Column Chart 1
90
39
35
31 32
27
20 20
Group 1 Group 2
Confidential.
Grouped Column Chart 2
90
39
35
31 32
27
20 20
Group 1 Group 2
Hints:
1 Select a data series by clicking with the right mouse button on the bar.
Confidential.
Sub-divided Column Chart
125
35
66
51
52
39 90
Group 2 31
20
Group 1 20 27 20
Hints:
1 Calculate the total and enter it in the "Sum" row (which is a transparent bar)
2 Bottom align the total value (which is a transparent bar)
3 Edit group names manually
4 To change the height of the columns select Chart Options and turn on the y-axis, then use Format Axis/Scale to set the length of the y-axis.
Once the scale is set, use Chart Options again to remove the y-axis
Confidential.
Column Chart
Graph Title
Unit Column 1 Column 2

X,000
000 Total 000 000
X,000 000 Category 1 000 000

000 Category 2 000 000
X,000 000 Category 3 000 000
Series 1
000 Category 4 000 000
Series 2
X,000
000
X,000 000 000
000 000 000 Category 5 000 000
000 000
000
000
X,000
000
000
000
0
Label Label Label
Series 1 Series 2
Confidential.
Sub-divided 100% Column Chart
11%
20% 21%
Group 3 32%
25%
47% 48%
Group 2 41%
64%
Group 1 33% 31%

27%

Hints:
1 Select Format Series Lines to add/remove trend lines
2 Edit Group names manually
Confidential.
Step-column Chart
90
27
20 20
Hints:
1 Insert columns as required (each will adopt a different color)
3 Drag data values outside the columns manually
Confidential.
Combination Column-line Chart 1
12
90
10
8
55
6 for line axis
Line1
40
4
27
20 20
2
Group1
0
Label A Label B Label C Label D Label E Label F
Hints:
1 Insert columns/groups as required (each will adopt a different color)
2 Double-click on a column/line to change the color/ format
3 Edit the y-axis label for the line (an axis for the columns is not required as the
values appear on top of the columns)
Confidential.
Combination Column-line Chart 2
90 20
Line1 15
55
50
10
40
20 20 5
Group1
0 for line axis
Group2 -10 -10
-15
-5
-40
-45 -10
-50
-15
Label A Label B Label C Label D Label E Label F
Hints:
1 Insert columns/groups as required (each will adopt a different color)
2 Double-click on a column/line to change the color/ format
3 Edit the y-axis label for the line (an axis for the columns is not required as the
values appear on top of the columns)
Confidential.
Quick Manual Pie Chart
Instructions:
1. Click onto the blue parts of the pie chart
2. Adjust filling size by moving the yellow markers
3. Group pie chart, adjust size and copy it into your
presentation
Important:
• Only use this object in cases you quickly need a
pie chart with illustrative data
• It is preferable to use PowerPoint chart objects
with real, underlying data
• See the Charts library in the Visuals menu of the
QPT toolbar
Confidential.
Pie Chart
Chart Title
100% = $150M
Other
10%
Label C
13%
Label A
Label B 59%
18%
Hints:
2 Double-click on a slice to change the color
3 In the options menu you can choose the rotation of the chart
Confidential.
Double Pie Chart
100% = $150M 100% = 10.500 customers
Label A
Label B
Label C
Hints:
1 This chart consists of two separate pie charts
4 In the options menu you can choose the rotation of the chart
Confidential.
Combination Pie And Column Chart
100% = $150M
Label C2
20%
Label A
38%
Label C1
14%
Label B
28%
Hints:
1 Insert columns to add slices in pie as required (each will adopt a different color)
3 To insert segments in bar chart:
– Double-click on chart, click on either bar segment
– Right mouse -> Format Data Point…
– Select Options tab, increase the number after “Second plot contains the last…”
– Insert columns as required
Confidential.
Combination Pie And Column Chart
Title Title
Unit of measure Unit of measure
Label 5 100% = 000
10
30 Series
Label 4
10
45 Label 1
30 Series
Label 3 15
20 Series
20
20 Series
Label 2
Label 1
Confidential.
Combined Pie Charts (Labeled)
Graph 1
45.9
Graph 2
30.6
20.4
Graph 3
90
34.6
45 Label A
Label B
Label C
Label D
Hints:
1 Insert columns/rows as required (each slice will adopt a different color)
2 Edit and add (if necessary) graph names manually
Confidential.
Combined Pie Charts (Non-labeled)
Graph 1
Graph 2
Graph 3
Label
A
Label
B
Hints:
1 Insert columns/rows as required (each slice will adopt a different color)
2 Edit and add (if necessary) graph names manually
Confidential.
Doughnut Chart
Label A
14%
Label D
36%
Total: 100%
Label B
21%
Label C
29%
Hints:
1 Insert columns as required (each slice will adopt a different color)
2 Edit “Total“ manually
Confidential.
Circle Illustration - 1
Text
Text
Text
Text
Confidential.
Text
Text
Text Text
Text Text
Confidential.
Text Text
Text Text
Text Text
Text Text
Confidential.
Text
Text
Text
Title
Text
Confidential.
Static Objects – Circles
Circular segments 1
Text Text Text Text

Text Text
Text Text
Text Text
Text Text Text
Text
Text Text
Text Text Text Text
Text Text Text Text

Text Text
Text Text
Text Text Text Text

Text Text Text
Confidential.
Circular segments 2 – Donuts
Text Text Text Text

Text Text
Text Text
Text Text
Text Text Text
Text
Text Text Text Text

Text Text
Text Text
Text Text
Confidential.
Circular segments 3 – Separated
Text Text
Text
Text
Text Text
Text Text
Text
Confidential.
Line Chart
y-axis
50 Label C
Label A
Label D
40
Label B
30
20
10
0
2000 2001 2002 2003
Hints:
1 Insert columns/rows as required (each line will adopt a different color)
2 Double-click on a line to change the color
3 Edit the y-axis label manually
4 Edit the labels manually
Confidential.
Smooth Line Chart
y- axis
50
Label C
40
Label A
Label D
Label B
30
20
10
0
2000 2001 2002 2003
Hints:
1 Insert columns/rows as required (each line will adopt a different color)
2 Double-click on a line to change the color
Confidential.
Area Chart
y-axis
100
75 Label E
Label D
50
Label C
25 Label B
Label A
0
2000 2001 2002 2003
Hints:
Confidential.
Area Chart 100%
y-axis
100%
Label E
75% Label D
50% Label C
Label B
25%
Label A
0%
2000 2001 2002 2003
Hints:
Confidential.
Scattered Chart
300
250
200
150
100
50
0
0 50 100 150 200
Confidential.
Grouped Correlation Chart
y-axis
18
16
14
12
10
0 x-axis
0 1 2 3 4 5 6 7 8
Hints:
2 Double-click on an line/dot to change the color
3 Edit the axes labels manually
4 Select "Trend lines" in Data Point Options to add or remove the trend line
Confidential.
Confidence Level
250
200
150
100
50
0
1990 1991 1992 1993 1994 1995 1996 1997
Confidential.
Portfolio In Two Dimensions
Low High
100%
High
Y-Axis
Low
0%
X-Axis 100%
Hints:
1. Insert the values for the coordinates x and y
2. The x- and y-axis are hidden. To get the right scaling, make them visible
3. The axis and legend is drawn in PowerPoint. Resize and rescale them if necessary
Confidential.
Portfolio In Three Dimensions
Low High
100%
High
Y-Axis
Low
0%
X-Axis 100%
Hints:
1. Insert the values for the coordinates x and y
2. Insert the size of the bubbles in the row “size“
3. The axis and legend is drawn in PowerPoint. Resize and rescale them if necessary
Confidential.
Portfolio In Three Dimensions
Title
Unit of measure
700
600 Label 5
500 Label 6
400 Label 4
300 Label 3
Label 2
200
Label 1
100
0
0 50 100 150 200 250
Title
Confidential.
Hints for Drawing Charts
Editing charts Resizing
• To edit data only: Select the chart and right • Before you resize the chart, make sure that you
click – select ‘Edit data’. double-clicked on it and a wider gray line
• Alternatively select the chart by clicking on surrounds the chart, otherwise all letters and
it. On the top bar, go the tab named ‘Layout’ graphic elements will bend if you resize the chart.
(only visible when the chart is selected) and • Take care that the text is still readable after
select what you want to edit. resizing.
Adding graphic elements or text to Discontinuous axis marks
a chart • To create a discontinuous axis in a
• There are two ways to add graphical chart, copy one of the marks on the
elements: right and place it over the chart axis (in
PowerPoint, not in the Chart Module).
− Double-click on the chart to work in the
chart module, click on the draw icon in the • Both marks consist of several grouped
top menu bar and start drawing. elements therefore take care that those
elements are still grouped before you
− Draw or write the text in PowerPoint an
resize them.
place it over the chart module.
• Be careful if you are using the chart module
to draw. Occasionally all graphic elements
move a bit if you leave the module.
Confidential.
. Copyright © 2016 Accenture All rights reserved .
Maps
.
Please use these maps at your
own discretion. Further map
enhancements and updates will be
available in the next release of
World QPT.
Ungroup map to select and shade one or more countries
Confidential.
World 2 QPT.
Confidential.
North America QPT.
Confidential.
Please use these
maps at your own
discretion. Further
map enhancements
Canada and updates will be
available in the next
Ungroup release of QPT.
map to
select and
shade one
or more
regions
Confidential.
United States QPT.
Ungroup map to select and shade one or more regions
Confidential.
South America QPT.
Confidential.
Brazil QPT.
Confidential.
Africa QPT.
Confidential.
Europe QPT.
Confidential.
Germany QPT.
Confidential.
France QPT.
Confidential.
Please use these
maps at your own
discretion. Further
map enhancements
United Kingdom and updates will be
available in the next
Ungroup map to select and shade release of QPT.
one or more regions
Confidential.
East Asia QPT.
Confidential.
South-east Asia and Australia QPT.
Confidential.
China QPT.
Confidential.
China
黑龙江
吉林
新疆
辽宁
甘肃内蒙古
北京
河北
宁夏
青海山西山东
陕西河南江苏
西藏
安徽上海
四川湖北
浙江
江西
湖南
贵州福建
云南
湾
台
广西广东
海南
Confidential.
India QPT.
Confidential.

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ESTIMATE TENTATIVE STICKER AUTOMAKER PROPOSED CONCEPTUAL ILLUSTRATIVE

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