Slide Templates

Free Icons Slide Template
Free Icons Slide Template

5 Item Highlight Slide Design for PowerPoint
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01 Placeholder your desired text here.

03 Placeholder
your desired text here.
04 Placeholder
05 Placeholder
5 Item Highlight Slide Design for PowerPoint


03 Placeholder
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Placeholder Placeholder Placeholder Placeholder
Significantly behind target
Example of a Strategy Map Slightly behind target

Meeting target or above target
Perspective Strategic objectives
Increase
Increase profit Decrease
revenue Cost
Financial
Increase Increase Decrease
revenue per Decrease variable
number of
customer fixed cost cost
customers
Increase Become a
Sell new
Customer customer trusted
products
satisfaction brand
Internal Understand
customer
Shift to
digital
Decrease
delivery
Create new
products
process segments channel time
Learning Improve Improve

Create a
customer- Align the
& employee
satisfaction
customer
information
focused organization
culture
Growth
Significantly behind target
Balanced Scorecard Template Slightly behind target

Meeting target or above target
Perspective Strategic Objectives KPIs Targets Status
F1 Insert your own text • Insert your own text • Insert figure
Financial F2 Insert your own text • Insert your own text • Insert figure
Customer F2 Insert your own text • Insert your own text • Insert figure
Internal F2 Insert your own text • Insert your own text • Insert figure
process
Learning F2 Insert your own text • Insert your own text • Insert figure
& Growth
Ansoff Growth Matrix
Description
The Ansoff Growth matrix assists top executives to consider 4 key

strategic options and their respective risk
Develop new markets for Develop new products in

current products new markets
Market Development Diversification

New Strategy Strategy
Market
Market Penetration Product Development

Current
Strategy Strategy
Gain more market share

with your current Develop new products in
products, in your current Current New your existing markets
markets
Products
9
Less risky More risky
Ansoff Growth Matrix
Caption:
Description
The Ansoff Growth matrix assists top executives to consider 4 key

strategic options and their respective risk
With Market Development, Diversification is the
you're putting an existing riskiest of the four options,
product into an entirely new because you're introducing
market. You can do this by a new, unproven product
finding a new use for the into an entirely new market
product, or by adding new that you may not fully
features or benefits to it. understand.
Market Development Diversification

New Strategy Strategy
Market
Market Penetration Product Development

Current
Strategy Strategy
Market Penetration is the
safest of the four options.
Product Development is
Here, you focus on
slightly more risky than
expanding sales of your
Market Penetration,
existing product in your
because you're introducing
existing market: you know Current New a new product into your
the product works, and the
existing market.
market holds few surprises Products
for you.
10
STICKER AUTOMAKER
STICKER AND OTHERS

EXAMPLE BACK UP REVISED EXAMPLE BACK UP REVISED
ESTIMATE TENTATIVE ESTIMATE TENTATIVE HYPOTHESIS
HYPOTHESIS PROPOSED CONCEPTUAL ILLUSTRATIVE

PROPOSED
CONFIDENTIAL PRELIMINARY
CONCEPTUAL ILLUSTRATIVE
ROUGH ESTIMATE VERY PRELIMINARY
PRELIMINARY CONFIDENTIAL
TO BE COMPLETED WORK IN PROGRESS
ROUGH ESTIMATE VERY PRELIMINARY ONLY FOR DISCUSSION
TO BE COMPLETED
ONLY FOR DISCUSSION
WORK IN PROGRESS
11
High
Medium
Low
12
STICKER AND OTHERS
Text Text
Text
13
MAPS
14
Table of Content – 3 Items
1 You can edit this text

Title Goes here
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This is a sample text. Enter 5

Your text Here 4.5
4
3.5
3
2.5
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1
0.5
0
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Your text Here
Title Goes here
This is a sample text.

Enter Your text Here Level 5
Level 4 Enter Your text Here
Level 3
Enter Your text Here
Level 2 Enter Your text Here
Enter Your text Here Level 1
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Enter Your text Here Enter Your text Here

Title Goes here

20 % 90 % This is a sample text.

Enter Your text Here 50 %
86 % Enter Your text Here
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text. Enter Your text Here
This is a sample text. Enter Your text Here
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 5th Qtr
Data-Driven Pie Chart
59% Sample Text

23% This is a sample text. Insert your
desired text here.
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10% desired text here.
9%

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Title Goes here
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text Here
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Business Model Canvas for PowerPoint
Key Key Value Customer Customer
Partners Activities Proposition Relationships Segments
Key Channels
Resources
Cost Structure Revenue Streams
http://www.businessmodelgeneration.com
Designed by: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
Chemical Test Tube Shapes

01 Insert your desired text
here.

here.

here.
Microscope Shape for PowerPoint
SAMPLE TEXT
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here.
Innovation Funnel Diagram
Edit here Edit here Edit here Edit here
Input Output
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• You can edit
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• You can edit
here.
• Edit this text.
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here.
Creative Life Cycle Curve – 4 Phases
EDIT TEXT EDIT TEXT EDIT TEXT EDIT TEXT
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Checklist – 8 Items

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2015
2015 CALENDAR POWERPOINT TEMPLATE
January 2015
SUN MON TUE WED THU FRI SAT Note here
1 2 3
4 5 6 7 8 9 10
11 12 13 14 15 16 17
18 19 20 21 22 23 24
25 26 27 28 29 30 31
February 2015
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March 2015
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29 30 31
April 2015
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5 6 7 8 9 10 11
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26 27 28 29 30
May 2015
SUN MON TUE WED THU FRI SAT
Note here
1 2
3 4 5 6 7 8 9
10 11 12 13 14 15 16
17 18 19 20 21 22 23
24 25 26 27 28 29 30
31
June 2015
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7 8 9 10 11 12 13
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28 29 30
July 2015
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August 2015
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1
2 3 4 5 6 7 8
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30 31
September 2015
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6 7 8 9 10 11 12
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27 28 29 30
October 2015
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November 2015
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15 16 17 18 19 20 21
22 23 24 25 26 27 28
29 30
December 2015
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6 7 8 9 10 11 12
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20 21 22 23 24 25 26
27 28 29 30 31
January 2015
1 2 3
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2015 Calendar PowerPoint Template
Traffic Lights for PowerPoint
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here. here. here.
Traffic Lights for PowerPoint

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text here.
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text here.
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text here.

2-Step Platform Text Boxes
1 2
Step ONE Step TWO
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Simple Platform Textbox
Enter a Title Here
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2D Pyramid Chart for PowerPoint
Sample Text Sample Text

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Insert your desired text for this Insert your desired text for this
label of data. label of data.
Sample Text
Sample Text
3D Pyramid Chart for PowerPoint

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text here. Text Text text here.
Text
Text
Sample Text Text Sample Text

Text
text here. Text text here.
Text
Funnel Diagram
20%
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Insert your desired text here
Insert your desired text here 40%

60%
80%

100%
SWOT Analysis
Strengths Weaknesses
S • Edit text here

• Edit text here
SWOT
• Edit text here
• Edit text here
W
Analysis
O T
Opportunities Threats
• Edit text here • Edit text here

• Edit text here • Edit text here
Design Innovation Process
MANUFACTURING
TECHNO-
LOGY BUSINESS
Feasibility Viability
Design
Innovation
DESIGN & ORGANIZATION

INTERACTIVITY HUMAN VALUES BEHAVIOR
Usability, Desirability
TECHNOLOGY MANUFACTURING BUSINESS
● Placeholder text ● Placeholder text ● Placeholder text

● Sample Text ● Sample Text ● Sample Text
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ORGANIZATION BEHAVIOR HUMAN VALUES DESIGN & INTERACTIVITY
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• Sample Text • Sample Text • Sample Text
• Placeholder text • Placeholder text • Placeholder text

Flat Speedometer Gauges
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Flat Speedometer Gauges
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BUCKETS FOR POWERPOINT
Bucket Slide Deck for PowerPoint
Sample text
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text here.
Bucket Slide Deck for PowerPoint
Sample text Sample text

text here. text here.
Sample text
desired text here.
BUSINESS REVIEW BUSINESS DEVELOPMENT
Title Goes • Sample bullet point 1
Here • Sample bullet point 2

• Sample bullet point 3
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sample text. You can
text. You can replace this text.
replace this text. Enter 5/1/2002 6/1/2002 7/1/2002 8/1/2002 9/1/2002
Enter your text here.
your text here. Volume Close
Title Goes Here

Category 4
25
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Series 1
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Category 2 75
text here.
Category 1 100

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
here.
8
Title Goes Here
7
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6
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5
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4
3
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Category 1 Category 2 Category 3 Category 4 Category 5 Category 6
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70
60
50
40
Title Goes Here
30
20
10
can replace this text. Enter your text here.
0
Close
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sample text. You can replace this text. Enter your text here.
Marketing 7c Compass Model
National And International
Co
m
ity
m
od
un
m
ica
om
C
tio
Economic
n
Weather
Corporation
W (Competitor) E
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Consumer Circumstances
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Social and cultural

Marketing 7c Compass Model
National And International
Sample Text
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Social and cultural
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2 Your text here
3 Your text here
4 Your text here
5 Your text here
6 Your text here
7 Your text here

Dark Speedometer for PowerPoint
120
80 160
40 200
MPH your desired text here. This is
km/h
0 240 a sample text. Insert your
desired text here.
9 9 9 9 9
Dark Speedometer for PowerPoint
160 160 160

80 220 80 220 80 220
0 280 0 280 0 280
Sample Text Sample Text Sample Text
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your desired text here. your desired text here. your desired text here.
120
80 160
40 200
MPH
km/h
0 240
9 9 9 9 9
Insert your desired text Insert your desired text
here. here.
Target Focus for PowerPoint

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desired text for this label of data. Sample Text desired text for this label of data.
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data. Again, This is a sample text. Insert data.
your desired text for this label of
data.
Business Target Diagram
• You can edit this subtitle
This text is This text is

editable. editable
Blue Target Shape for PowerPoint
This Text is Editable
This Text is Editable

This text is editable.
You can enter your own text here.
Business Target - 1 Single Arrow
This Text is Editable This Text is Editable

This text is editable. This text is editable.
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You can enter your own text here. This Text is Editable You can enter your own text here.
THIS IS A SAMPLE TEXT.
INSERT YOUR DESIRED TEXT HERE.
THIS IS A
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THIS IS A SAMPLE
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THIS IS A
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HERE.
5 FLAT BUSINESS
METAPHOR GRAPHICS
• ACCOUNTING
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desired text here.
This is a sample
text. Insert your
desired text here.
• E-BUSINESS
text. Insert your
desired text here.
This is a sample
text. Insert your
desired text here.
• TARGETING
text. Insert your
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• TECHNICAL AID
text. Insert your
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This is a sample
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• RESTRICTED
ACCESS
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This is a sample
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Ring Platforms
CREATIVE TITLE
SLIDE FOR POWERPOINT
PRESENTATIONS
BIG TITLE
EDIT SUBTITLE HERE
THIS IS A SAMPLE TITLE
ON A CENTERED SHAPE
ON A TRANSPARENT SHAPE
15% TRANSPARENT RECTANGLE
\
15% TRANSPARENT RECTANGLE - WIDE
\
OVER BLACK & WHITE BACKGROUND
50% TRANSPARENT RECTANGLE
THIS IS A TITLE
OVER A GRADIENT SHAPE
50% TRANSPARENT RECTANGLE.
BIG TITLE
THIS IS A SUBTITLE
OVER A 50% TRANSPARENT RECTANGLE
Bridge Diagrams for PowerPoint
Sample Text Sample Text Sample Text

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Bridge Diagrams for PowerPoint
Sample Sample
Text Text

RISK
Opposing Ideas Diagram



Blue Creative Text Layout
1
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2
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3
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Simple Chevron Diagram – 4 Steps
Item 1 Item
Item
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Tree Diagram
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Gear Shapes for PowerPoint
Sample subtitle Sample subtitle Sample subtitle Sample subtitle

• Sample text • Sample text • Sample text • Sample text
5 Gears in Row
Sample subtitle Sample subtitle Sample subtitle Sample subtitle Sample subtitle
• Sample text • Sample text • Sample text • Sample text • Sample text
Adding a Gear
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2 Gears
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4 Gears
Sample subtitle Sample subtitle Sample subtitle Sample subtitle

WHAT EDIT TEXT HERE?
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WHY EDIT TEXT HERE?


HOW EDIT TEXT HERE?



Funnel Design Concept for PowerPoint


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Funnel Design Concept for PowerPoint
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Roadmap Slides for PowerPoint
Stage 1
1 1. Secure Sr. Management Commitment
2. Set Clear, ambitious targets
3. Secure investment
Stage 3
2 3 1. Sequence initiatives for quick returns

2. Build capabilities
3. Adopt a new operating model
Stage 2
1. Start with lighthouse projects
2. Appoint a high caliber launch team
3. Organize to promote new, agile ways of working
4. Nurture a digital culture
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Road Bifurcation
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U-Turn Road Sign
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Fully-Editable Road Signs
Ladder Infographics for PowerPoint
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Ladder Infographics for PowerPoint

Combination Lock Shapes
80 90
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70
0
10
60
20
50
40 30
Combination Lock Shapes
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Creative Process Diagram Slide
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Process Description Slides for PowerPoint
1 2 3 4 5
Phase – 1 Phase – 2 Phase – 3 Phase – 4 Phase – 5
Sample text Sample text Sample text Sample text Sample text
Process : Process : Process : Process : Process :

Timeframe : Timeframe : Timeframe : Timeframe : Timeframe :

Deliverables : Deliverables : Deliverables : Deliverables : Deliverables :

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PROCESS
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APPENDIX
170
END OF DOC
171
Organization:
Overview of Core Frameworks
Local Training Module For First-year Associates
Associate Handbook
FOREWORD AND OBJECTIVE
This Organization Practice(OP) document provides an overview for use in local

training sessions for first-year associates. It is part of a “series on functional areas.”
The objective of the series is to introduce McKinsey practitioners to the basics in
each of our functional areas of expertise. All the documents in the series are
comprehensive in nature and describe the current tools and frameworks in that
functional area
At the end of this document, you can find a section describing a selection of the
core documents and handbooks that can give you further details on some of the
frameworks descried here. All of these documents are now on PDNet; and hard
copies of them can be requested from PDNet Express, which will deliver them in 24
hours
The contents of this document have been adapted for local training sessions
through “Switching Tracks” — OP’s first-year module videotape, which
communicates the basic concepts in a concise and visual way using an actual client
— The Scandinavian Railroad Company. It is 40 minutes long and should be
presented in 3 short segments. Between these segments, the faculty member runs
the attached exercises, adds any commentary he/she considers necessary to clarify
the concepts, and provides personal experience on selected topics. A copy of the
videotape and moderator’s guide with exercises can be requested from the Firm
This document seeks to answer 4 questions
SECTION 1 Why do associates need to consider organizational

issues in every engagement?
SECTION 2 What frameworks do we use to help our clients
improve organizational performance?
SECTION 3 What role does an associate play in organization
work?
SECTION 4 Where can an associate find out more?
McKinsey’s mission is to have lasting and substantial impact on our clients.
To succeed, we need to work all three of the critical elements: choose the
best strategy, develop world-class operations, align the organization.
These three elements both reinforce and constrain each other. The best
strategy is only relevant if it is operationally and organizationally feasible.
The optimal organizational design depends upon the strategic requirement
and the operational methods of the client.
This document focuses on one vertex of this triangular relationship. It
would be wrong, however, to believe that you can achieve the impact we
seek by focusing on one vertex. We need to consider all three in every
study.
CRITICAL ELEMENTS FOR IMPACT
Successful
strategy
Efficient Effective
operation organizati
s on
We only achieve impact when the organizations we serve are
successful in implementing the strategies and operational
methods we propose.
However, a recent survey of engagements in which clients
failed to implement proposed strategies found, in three cases
out of four, that the client organization was not change-ready
or even capable of implementing the strategy we proposed.
To ensure that we have impact, we need to consider
organizational issues as we devise strategies. We must choose
strategies the clients are ready and able to implement or
complement our strategy work with investment in building the
organization’s skills so that the organization can step up to the
challenge the superior strategy poses..
3 OUT OF 4 STRATEGIES THAT FAIL DO SO BECAUSE OF THE
ORGANIZATION’S INABILITY TO EXECUTE
Percent
100%=340
responses
Oth
McKinsey er
recommen Organization
dations lacked the
flawed capabilities
to execute
strategy
Client not
change-
ready or
committe
The demand for organizational work is increasing.
Trends in the marketplace and the evolving nature of our
clients largely explain this increase in demand.
The pace of change in the marketplace is accelerating . A
strategic choice or an operational innovation evokes a rapid
reaction from competitor. Rarely can a durable competitive
advantage be found in these choices. Rather it is the
development of a unique organizational capability with the
inherent flexibility and commitment to sustain world-class
performance that provides durable competitive advantage in
these times of rapid change.
The clients we serve are changing as well. They have
increasingly hired in-house strategic capabilities. Most have
built strategy shops close to the CEO. Few, however, have the
ORGANIZATIONAL WORK GROWING IN IMPORTANCE
McKinsey’s
engagement mix
Evolving marketplace Percent of time
• Quickening pace of
strategic adaptation Increasing
• Durable competitive demand for
advantage often rooted in Crafting help with
unique organizational the organization
capabilities
answer issues and
Evolving players
change
• Many businesses acquiring management
in-house strategic capability Helping
• Making change happen impleme
remains the “neglected art”
nt 10 Toda
change years
Source: Survey of 23 MGMs across the Firm y
ago
The recent evolution in our clients has not been missed by our
competitors. Each of our competitors has recently introduced
a branded organizational element to their portfolio. Their
organizational expertise figures prominently in their marketing
campaigns.
COMPETITORS HAVE BRANDED ORGANIZATION TOOLS
Consulting firm Product Client example

BCG Time –based competition GE
General Systems Process redesign UPRR
Booz Allen Continuous improvement Exxon
United Research Process redesign and facilitation Mobil
Delta Point Transformational change SmithKline Beecham

McKinsey’s consulting approach must evolve as our clients
evolve. These changes provoke a shift in the nature of our
work and an evolution of the role of the associate on
engagements.
The increased demand for organizational work impacts
associates directly. Associates are drawn into leadership roles
on larger teams at an earlier point in their careers. This places
greater emphasis on the need for associates to develop quite
soon after joining McKinsey-superb team leadership skills.
EVOLUTION IN McKINSEY’S APPROACH
From… To…
• “The answer” • Solving for the “answer” and the change
process
• Managing client teams • Building client capabilities
• Small, analytically focused teams • Multiple, highly leveraged McKinsey/client

––average client team of 3* teams
—Average client team of 10*
• CEO counseling by senior people • Coaching and feedback at all levels
*Survey of 23 MGMs across the Firm

Before we dive into the organization materials, we should
announce one critical caveat: the frameworks you are about
to see are only as good as the judgment and insight used to fill
them out. The frameworks are often mere checklists, useful
tools to ensure you do not overlook a key dimension. The OP
can provide interview guides and questionnaires that you can
use to flesh out the frameworks, as well as applied examples
in a range of settings. However, almost all organizational issues
are “situation dependent”, and almost all client settings are
unique. Your judgment, insight, creativity, and organizational
acumen will determine whether you add value in the client
setting .
A CRITICAL CAVEAT
CONCEPTUAL
Garbage Organizational Garbage

practice frameworks
• Checklists
Good • Surveys, questionnaires

judgment, keen • Applied examples
insight,
Client impact
creativity,
organizational
acumen “Garbage in, garbage out”
A series of frameworks are available to help clients identify
and address organizational limits on effectiveness or obstacles
to change. They also point toward solutions.
These frameworks help teams answer two fundamental
questions:
¶ What change is needed?
¶ How should the client implement the change?
The OP has derived a set of six attributes that characterize
high-performing organizations(HPO). By assessing whether
your client organization exhibits these six attributes, you can
diagnose whether an organizational performance gap exists as
well.
Additionally, the 7-Ss will help you identify strengths and
deficiencies in the organization. The 7-Ss focus teams on
aligning structure, staff, systems, and style to promote
behavioral change and build skills in pivotal jobholders. By
CORE FRAMEWORKS
What change is needed? How should the client make change happen?
What gaps in organizational What organizational What initiatives comprise How do we create energy
performance exist? challenges exist? the change program? for the change program?
① High-performing ②7-S framework ④Transformation ⑤Energizing

organization attributes triangle elements
CEO Perfor- Winning formula Pivotal jobs Design levers
Vision
led mance Performance
Organizational management
communication
Strategy Skills structure Agend
VISION
a/
Vision and Organizational
Staff platfor leadership infrastructure
Shared m
Simple Skills People values Managemen
t systems Problem People
•Direction setting solving process development
Leadership •Structuring
style
•Bottom-up energizing
③Change board
The OP undertook a study of 10 high-performing companies,
true industry leaders, that we knew very well. The companies
had sustained pace-setting performance in their respective
industries over 2 decades.
These 10 HPOs shared six management attributes, each of
which focuses on performance. By comparing your client
organization to these HPOs, you may identify opportunities to
improve your client organization.
①“HIGH-PERFORMANCE COMPANY” ATTRIBUTES
What change is needed? How should the client

make change happen?
Gaps in Organizational Initiatives Energizing

performance challenges elements
Driven by leaders Built by Energized by

relentless an
pursuit of extraordinaril
before-the- y intense,
fact performance-
strategies/visi driven
Aligned by Based on Rejuvenated
on environment
simple world-class by well-
structures skills developed
and core people
processes systems
The first three of the six common management attributes:
¶ Driven by leaders. The leaders of these companies had very high performance
aspirations. For these leaders there was no such notion as “good enough”. At the
center of these leadership groups, we consistently found demanding, unreasonable
CEOs.
¶ Built by relentless before-the-fact strategies/visions. HPOs spend their time
looking forward, not back. Their strategies drive relentlessly for both profitability
and growth.
¶ Energized by an extraordinarily intense, performance-driven environment.
HPOs have a demanding, occasionally punishing, work pace. There is real
accountability, especially at the top. HPOs, while being very good places to work,
are not always nice places to work.
ATTRIBUTES OF AN HPO
Driven by leader Built by relentless pursuit Energized by an extraordi-

of before-the-fact narily intense, performance
strategies/vision driven environment
• Very high performance • Highly motivating, if not • Demanding, occasionally
aspirations held by all key inspiring, “end” state punishing, work pace; on call
leaders • Frequently oriented toward all the time
• Demanding, “unreasonable” industry leadership • Real follow-through on
CEOs • Consistently striving for both accountability – especially at
• Effective working group at profitability and growth the top
top • Passionate defenders of core • Aggressive learning from
• Ability to penetrate to micro- businesses things that do not work
level of their businesses • Understanding of how • “good” places to work but
• Single-minded adherence to industry(s) works, what not always “nice”
simple, clear success customers want, and what • Performance shortfalls
measures-not just financial competitors can do- and how change careers
• Productive “fear of failure” these might change • Members feel rewarded by
being part of winning
institution
The last three common management attributes focus on structure, skills, and systems:
¶ Aligned by simple structures and core processes. HPOs align authority, accountability,
and performance challenges. Lines of communication and approval are simple and are
mirrored from one division to the next.
¶ Based on world-class skills. HPOs are world class in at least one critical skill of their
industry, e.g., product development in high technology, risk management in wholesale
banking, direct-to-store delivery in consumer goods, best-cost manufacturing. Additionally,
HPOs exhibit superior process management skills that in and of themselves become a source
of competitive advantage.
¶ Rejuvenated by well-developed people systems. The CEO in these companies is the Chief
Personnel Officer. The CEO interacts regularly with the entire leadership group, understands
the individual development needs and goals, and leads staffing reviews.
ATTRIBUTES OF AN HPO (CONTINUED)
Aligned by simple Based on world-class Rejuvenated by well-

structures and core company skills developed people systems
processes
• Straightforward alignment of • Do many things well, but at • CEO is Chief Personnel
authority, accountability, and least 1 functional skill at Officer
performance challenges world-class competence level • Clear focus on performance
• Uncomplicated lines of underpins strategy and motivation – successful
communication and approval • Also focus on building long-term wealth-building
– line to line corporate skill in the way programs seem key
• Similar internal structural they run the place • Management processes
units and key management • Company key management ensure leaders have
processes across the processes viewed as real “informed” view of key
company competitive advantage contributors 2-3 levels down
• Minimal critical staff reviews • CEO leads annual “staffing
• Regular calendar of key review” – best people/teams
management processes and in most critical/demanding
communication jobs
• “Bench strength” is a top
priority
The HPO research found something else common to the HPOs:
all 10 were experimenting with self-governance. Self-
governance in these HPOs means empowerment with
accountability. The HPOs share the common characteristic of
involving “a wide range of “or “broad cross-section of”
employees in driving for improved performance. Their goal is
to imbue every employee with an owner’s mind-set.
Self –governance in these HPOs is different from that
practiced in other “engaged and empowered” companies. In
HPOs the single-minded objective of empowerment is
performance.
In the matrix below, the HPOs we studied were all in the top
half of the matrix (high performance); many were reaching, in
addition, for the right-hand side of the matrix(engaged and
PERFORMANCE AND EMPOWERMENT AT HPOs
Performa Hig
nce h Performan Performance
ce-focused, -driven,
top-down- empowered,
driven HPOs and
Avera organizatio accountable
ge ns organizations
Hierarchica Activity-
l, driven,
command- “engaged
and and
Low control- empowere
Command
oriented, and control
d”
Engage and empower
Management
“entitled” organizatio
Most large companies start out in the lower left-hand corner
of the matrix (low performance and command-and-control
management approach). We discovered that HPOs that have
successfully transitioned to the upper right-hand corner have
first achieved high performance and then experimented with
and adopted empowerment. Empowerment without first
establishing a true performance ethic in the company tends to
result in continued low performance.
If your client falls in the lower left-hand corner of this matrix,
it needs to concentrate first on building a true performance
ethic. Empowerment, alone, is unlikely to yield performance
improvement.
TRANSFORMATION PATH
Path followed by high-
performance companies
Path experienced by
companies that fail to instill
performance ethic first
Performa Hig • Emerson • 3M
• Pepsico • GE
nce h • Sonoco • Hallmark
• Sun Trust • Johnson&Johnson
• VF • Many high perfor-
mers” on the journey”
Avera
ge
• Most companies • BP
• FP&L
• Wallace
Low
Command and control
Management
Engage and empower
As discussed above, the first phase of the organization diagnostic identifies performance gaps.
The second phase focuses on identifying organizational issues and impediments to change.
The framework most commonly used to identify organizational issues includes seven buckets
that start with “S”.
¶ Strategy. An integrated set of actions that deliver a superior value to a set of customers with
a cost structure allowing excellent continuing returns.
¶ Institutional skills. End-result activities the company must be really good at in order to
deliver the value proposition.
¶ Shared values. Simple, agreed-upon principles that say what is important around here.
Taken together, the first 3-Ss define the company’s vision: an overriding goal that people in the
organization strive to achieve; that is challenging, valuable, and exciting to them; and valuable
and differentiated to the intended customer. To achieve the vision, the company must design
and align levers to guide the behavior of those holding pivotal jobs close to the front line –
i.e., those who directly affect delivery of value to the customer.
¶ Organizational structure. An orderly and predictable system to determine who reports to
whom and how tasks are divided up and integrated.
¶ Staff. The people in the organization considered in terms of their capabilities, experience,
and potential.
¶ Management systems. The processes and procedures through which things get done day-to-
day.
¶ Leadership style. The way leaders focus their time and attention and the personal tone they
set.
② 7-S FRAMEWORK What change is needed? How should the client
make change happen?
Gaps in Organizational
Organizational Energizing
initiatives
performance challenges
challenges elements
Winning formula Pivotal jobs Design levers

Organizati
onal
structure
Strate Skill Staff
gy VISION s
Managem
Shar ent
ed
valu systems
es Leadershi
p style
At the heart of we mean by organizational performance is a “winning formula” creating a
combination of strategy, skills, and shared values to carry out an organizational purpose.
What links these elements together (the “overlap”) is the organization’s vision:
¶ The vision is the overriding goal of the organization – the place where strategy, skills, and
shared values intersect. It is the single, noble purpose that guides organizational priorities
and gives meaning to the day-to-day activity of the staff.
¶ For example, McDonald’s has a vision-driven “winning formula,” as described below.
McDONALD’S WINNING FORMULA
Vision :
to become the
leading restaurant
chain in the world
• Convenient • Quality control over all

• Good quality aspects of business
• Consistent • Superior site selection
• Family-oriented Strategy Skills • Continuous new product
environment development
• Fair value • Strong promotion of
products and
McDonald’s image
Shared
values
• Quality
• Service
• Cleanliness
• price
Organizations usually change in response to discontinuities –
either external shocks (such as deregulation ) or internal
changes (such as new leadership) that make it clear that the
old , “grooved” way of doing things is no longer winning. The
successful ones will create a new winning formula that is
based on changes in strategy, newer or stronger skills, and/or
shared values.
Contrasting the new winning formula to the old formula
identifies and gauges the change that the organization is
considering and defines the vision for the change program.
A change vision is a creed that summarizes what an
organization is trying to become and why. As such, it guides
organizational priorities by redefining and recombining
business objectives, required institutional skills ,and corporate
values about what is important around here.
IMPROVING ORGANIZATIONAL PERFORMANCE
Grooved Unfrozen Redirected
Discontinuities
External shocks
• New competitors, New New
Strate Skill economics strate or
gy VISION s • New technologies gy
CHANGE strong
VISION
• Deregulation er
Shar Internal changes Sharskills
ed • New aspirations ed
valu • New leader
valu
es es
Major change
through people
Certain key people in the organization hold positions that
determine success or failure in instituting a new strategy, skill,
or shared value. These people fill what we call pivotal jobs.
We will only succeed in implementing the change vision if we
succeed in changing the behavior of pivotal jobholders.
At McDonald’s, for example, pivotal jobs include the
centralized purchasers of all raw materials for all stores, the
store managers, and the hourly employees who take and
assemble orders.
PIVOTAL JOBS
What people must do
What are they ?

• Positions that have direct impact on
delivery of value to the customer.
Typically they
-Design the product
-Make the product
-Sell the product
• Positions that must capably master
new skills
Where are they?
• Close to the front line
In a recent study at a chain store retailer, the change vision
included a significant improvement in in-store convenience.
Two positions were identified as pivotal jobs – the store
manager and the area operations manager.
This study employed a contrast analysis in two forms. The first
considered each element of behavior and defined how the
new behavior would need to differ from current practices.
A behavior contrast analysis often proves helpful in defining
precisely how the pivotal jobholders need to change.
CONTRAST ANALYSIS
Pivotal jobs: store manager, chain retailer
Elements Old behavior New behavior

Use of time • Spend majority of time on daily • Devote much more attention to
routine tasks – unloading trucks, training/coaching,
stocking shelves, etc. evaluating/experimenting with
pricing, staffing, merchandising
Job objective • Ensure that day-to day store • Manage store profitability and
operations run smoothly implementation of new
convenience strategy
Critical skills • Conscientious, responsible • Old skills, plus…
• Basic math and writing skills –Good instincts about how to
affect profits
–Leadership qualities
Criteria • Task completion • Old criteria plus added emphasis
• Financial performance on…
–Customer service
–Inventory management
–Store appearance
The second analysis contrasted the percentage of time spent
on critical tasks under current practices and envisioned in the
future.
CONTRAST ANALYSIS BY PERCENTAGE OF TIME SPENT
Pivotal job: area operations manager
100
Short vendor contacts • % • Tailor products, services, pricing, and
Merch promotion to segments
Recruiting SM and • •Search for new business
pharmacist ant/ •Evaluate business and customer service
Disciplining • performance
owner
Balancing inventory • Coac • Expand one-on-one time with SM and
Follow-up on telephone • associates
messages h • Train and motivate face-to-face for
Inventories • customer service, inventory
Paperwork • management…
Putting out fires • •Encourage SM to innovate
Play
Monitoring compliance •
–Policies
er •Clerical support should eliminate tasks
–Planograms
Answering surveys •
Filling out appraisals • Admi •Clerical support should eliminate tasks
District reports •
ni-
strao
Current Propos
The 3-S winning formula sets the standards, goals, and mission of the organization. How do
you get people (particularly pivotal jobholders) to actually follow those goals?
While you can dictate what skills and shared values you want , the organization must
provide guidance, motivation, and monitoring to see that the right decisions are made.
This is provided through the other Ss – structure, systems, staff, and style. Collectively known
as the “design levers”, each of these four should be set by considering the specific skills and
shared values you want to instill in the organization’s people – and balancing them with other
designs that might be suggested by other specific skills and shared values needed.
¶ Structure. Who reports to whom and how tasks are both divided up and integrated.
¶ Systems. The processes and procedures through which things get done from day to day,
including hiring, compensation, performance evaluation, promotions policy, and training.
¶ Staff. The people in the organization considered in terms of their capabilities, experience,
and potential.
¶ Style. The way managers collectively behave with respect to use of time, attention, and
symbolic actions.
ORGANIZATIONAL DESIGN LEVERS AT McDONALD’S

Organizati • Centralized buying to control fat
content
onal
structure • Hamburger University degree
required
• Promotion from within to build
Strate Skil Staff experience
gy VISION ls • Regular inspections

Managem • Franchise expansion based on high
grades on prior inspections
Share ent • Many procedural mechanisms
d systems
aimed at building employee
enthusiasm and loyalty
value
s Leadershi • Hard-nosed, rigid attitude on how
p style to run the business
The skills and shared values must be used to determine needed changes in organizational design. For
example, McDonald’s specific skill of quality control drives many organizational design decisions.
Structure 1. Centralized buying provides more than economics of purchasing. It also helps ensure that
fat content is between 17.0 and 20.5 percent and ensures that burgers are 100 percent beef.
Staff 1. Owner –operators have more say on quality of operations than absentee investor-owners.
2. Training at Hamburger University ensures that managers really know how to make the
food right. It is a $40 million facility, with 750-student capacity per 2-week session, and
translation booths for foreign managers. It is the only school in the fast-food industry
accredited by the American Council of Education.
3. Promotion from within builds experience in meeting company standards and reinforces
shared values.
Systems 1. Operating systems, including job descriptions and performance appraisals, ensure that
quality of operations meets standards..
2. All franchises are inspected on a regular basis, including grades( A through F) on QSC.
3. Unlike other franchises that give rights to territories, McDonald’s franchises cannot expand
unless they show a history of high quality in operations.
4. McDonald’s Personnel Action Manual provides mangers with a wide array of programs to
keep crew members motivated and committed.
Style 1. Little tolerance for variance from operations standards, except as well-thought-out
improvements. No shortcuts allowed.
2. Kroc’s inspections. Before entering a franchisee’s office, Kroc would often pick up all the
trash within a two-block radius of a McDonald’s restaurant and then dump it on the
franchisee’s desk to show a need for greater cleanliness in McDonald’s vicinity.
ORGANIZATIONAL DESIGN LEVERS AT McDONALD’S

content
onal
required

d systems
value
The design lever clients exercise the most is probably structure. Too often we hope that by
tinkering with boxes in organizational charts, we can solve organizational problems. Structure
is really about how to arrange people and jobs for optimum performance.
A few assertions about structure:
¶ There is no one best structure for any company. Structure choices for a client may change
over a few years, depending on external environment, leaders’ strengths, and internal
capabilities.
¶ Structural choice should be based on the desired behaviors for the organization, which are
based on strategic direction.
STRUCTURAL OPTIONS
Strategic direction Desired behavior Structural options
1. Greater uniformity • Centralization

across the • Small span of control; many layers
organization • Functional structure
2. Rapid adaptation to • Decentralization
quickly changing or • Fewer corporate staff
complex • Flat structures
environment, or • Business unit structure to match
greater response to strategic direction
market (geographic/product/market segment)
• Temporary teams across products or
functions
3. Rapid technological • Centralized technical staff for

innovation economies of knowledge
• Decentralized task force for focus,
Initiative
4. Cost reduction • Concentrating staff only at level where

integration is most crucial
• Flatter structures; broad span of control
The change board framework can be useful for understanding the commitment and ability to
undertake major change. For each management layer and pivotal job, it asks:
¶ Who among the important players is able to perform is his/her part in providing the new
skill?
¶ What do they have or lack:
• Conviction that the new skill is important?
• Courage - the “guy” willingness to do what ever it takes to develop new skills?
• Individual ability – that is, personal skills or talents?
• Organization supports – such as the necessary system support?
Investing time in a change board analysis has helped a number of leadership teams
understand the nature of the current gap and gain insight into the most effective skill-
building program
③ CHANGE BOARD What change is needed? How should the client
make change happen?
Gaps in Organizational
Organizational
initiatives Energizing
performance challenges
challenges
elements
Capability to
Skill to
Commitment leverage Organizatio
Individ
the n
be built Conviction Courage ualcommitment
supports/ob
Chief executive ability
stacle
(or equivalent)
Leadership
group of area
to be changed
Down-the-line
staff affected*
External
Constituencies
**
* Modified as appropriate for company
** E.g., customers, suppliers, trade unions
Specific questions can guide you as you fill out the change board.
¶ Will people have to

• Learn new skills?
• Learn new behaviors?
• Reestablish priorities?
• Delegate/assume decision making responsibility?
• Build new working relationships?
• Compromise other agendas?
¶ Do people have the capacity to make all these changes?
¶ Have people had positive or negative experiences with past change efforts?
¶ Is the change consistent with existing cultural norms?
• Beliefs /values
• Behaviors
A retail chain provided this example of a completed change board.

CHANGE BOARD – CHAIN RETAILER EXAMPLE Diagnosis
Deliverin
g in-
Commitment Capability
Organization
store Individu
convenie Conviction Courage supports/obstac
Intellectually
al ability
Fair to strong Strong, except Little support le
Top
nce convinced, but • COO lacks field • No performance measures
•Distant from experience on in-store
management (6) field realities • HR position • History of top-down
•LBO pressures vacant “customer service programs
Lip service Weak Fair to strong Few support

• “Make the field Moderate Fair • “Segmentalist” rivalry
Other do its job” among functions
Officers/“owners” • “H.O. does not • Inadequate operating
Home office (15) understand what systems
Field (8) it is asking for” • “Can do” style (do not
admit weakness)
Area operations Suspicious, but Strong Fair to weak Overloaded: span of
Managers (125) eager to believe control=60-80
Cynical (“yet Fair: ready to Fair: most trained “Horizontal priorities”
Store managers another program”) follow clear as “task masters” (unrealistic number of tasks
and orders from assigned)
assistants (3,200) above
Associates Mixed , but many ? Surprisingly Turnover increasing; too few
(30,000) natural supporters strong, on average labor hours for full service
A completed change board often suggests the actions that may be necessary to build the
commitment and capability required to implement change within your client’s organization. In
the chain retailer case, actions included:
1. Lock – in support
• COO as “champion”
• Full –time change leader (facilitator)
• Line accountability
• 3-year commitment
2. Create shared responsibility for progress
• Three “skill teams,” each headed by a field “baron”
• District entrepreneurship: each district manager to experiment with two to three
initiatives and then share lessons
3. Build a success model from below
• Focus on one pilot area (14 stores )
• Use full-time task force of high-potential area managers (eight managers, 3-to 9-
month tours )
• “Trained “area managers return to home districts to lead pilot area process there
4. Force awareness of realities
• Quarterly workshops to assess progress on skills
• Close observation of pilot area (“ If we can’t make it work in one area, there’s no
point in talking about company wide programs” )
5. Restructure field organization
• Store staffing standards
• AOM span of control, supports
• New recruiting/selection
• Link to pharmacy strategy/skill gaps
CHANGE BOARD – CHAIN RETAILER EXAMPLE Strategy
Delivering Commitment Capability to achieve change objectives

in-store
Individual Organization
convenience Conviction Courage
ability supports/obstacle
Top 1. Lock in
management (6) support
4. Force
awareness of
realities
Other
2. Create shared
Officers/“owners”
responsibility for
Home office (15) progress
Field (8)
Area operations
Managers (125) 5. Restructure
Store managers field
and assistants organization
(3,200) 3. Build a success model from below
Associates
(30,000)
To answer the question, “How should change happen?” , the
OP developed the “organizational transformation triangle”
that summarizes the three basic management tasks when
dealing with change. Their relative emphasis may vary, but all
three of them have to be managed to achieve fundamental
behavioral change.
How should the client
④TRANSFORMATION TRIANGLE What change is needed?
make change happen?
Gaps in Organizational Energizing
initiatives Energizing
elements
3. Cross-functional initiatives
Top Link activities and information
1. Top-down direction setting managemen
④ in new ways for break-through
Process design, target, t performance
communications, etc.
Staffs
Operations
2. Front-line performance improvement

Unit-by-unit, team-oriented, problem solving
The well-known GE “workout!” change program included
elements from each dimension of the transformation triangle.
GE “WORKOUT!”
1. Top-down direction 3. Core process redesign

setting/culture shaping
• Project teams to identify cross-
• No.1 or No.2 in every
functional issues
business
• Process mapping
• “speed, simplicity, self-
confidence”
• Delayering
• Best practices workshops
2. Bottom-up performance improvement

• Town meetings: 2- to 5- day interactive sessions
• “Brand name” quality processes
• Operations: unit-by-unit redesign
The client should seek an appropriate balance across all three
dimensions of the transformation triangle. Overreliance on
any dimension will impede change.
BALANCE ON 3 DIMENSIONS IS KEY
Requirements Dimension Potential risk from overreliance

• Energizing vision • Lack of commitment
• Customer/shareholder/ • Confusion
employee triad • Cynicism
• Clear performance targets
• Performance wins • Unfocused efforts

• Relevant knowledge and • Ignored or undermined by
skill building management
• Expansion expectation • Cross-functional opportunities
missed
• Discontinuities addressed • Overly complex

• Clearly understood process • Beyond existing skill and
installed capabilities
• Old systems/structure/
processes eliminated
The OP has defined a wide array of change approaches. Each
change approach strikes a unique balance among the
dimensions of the transformation triangle. Your challenge is
finding the change approach that strikes the balance
appropriate for your client situation.
OVERVIEW OF 5 PERFORMANCE CHANGE APPROACHES
A B C D E
Description Structured Empowered Values-driven Cross- Top-down,
process-Driven opportunity- adaptive functional skill-driven
problem driven improvement process building/
solving innovation redesign improvement
(compliance)
Transforma-
tion emphasis
Example TOP/AVA Breakthrough TQM CPR Corporate

skill teams
When Step change Change-ready, Approaching Cross- New basis for
appropriate needed quickly flexible theoretical limits; functional competitive
Entitled culture organization performance ethic redesign advantage
and capability in needed needed
place
Typical goals 40% of Up to each Continuous Quicker, Lasting
compressible team; typically, improvement cheaper, competitive
costs stretch targets better advantage
(imposed) in quality, cost,
etc.
No matter what change program is selected, the following six
energizing elements should be addressed. By addressing each
one, the client builds the energy required to make
organizations change.
⑤ ENERGIZING ELEMENTS
What change is needed? How should the client
make change happen?
Gaps in Organizational Energizing
initiatives
• Ambitious, • Build commitment

measurable objectives
Performance • Establish 2-way flow
Communications
• Reinforcing feedback measurement • Manage expectations
• Consequences • Inspire action

leadership infrastructure
• Winning formula • Systems and process

• Winning leadership • Structure
Problem
group People development • Roles
solving process
• Doer-driven • New mind-set

• Fact-based • New skills, behavior
• People-intensive
The OP has a wealth of experience and research to support
the design of each element of a change program.
POSSIBLE ACTIVITIES/TOOLS
• World benchmarks • Communications coordination

• Project performance indicators framework team-job specifications
• Performance maps • Communications channels audit
• Performance contracts pro forma • Stakeholder analysis
• Best practice examples
Performa • Communications plan
nce • Communications workshop
Communications• Best practice examples
measure
Vision Organizati
ment
and onal
leadershi
• Leading for success
infrastruc
• Core process redesign
p
• CEO time-leverage Problem ture
• Example role description
manual solving People development• “7-S” checklist
process
• Analytical tool kit framework • Framework for designing skill-building programs
• Analytical problem solving workshop • Discrete training modules — management skills (MFS),
• “data to chart” video and workbooks leadership skills(LFS), building high-performing teams, project
• Client advocacy videos management guide, designing ongoing improvement
• Skill/will/diagnostic • Discrete tools — RJDs, time-usage logs, change-readiness
• Continuous improvement principles surveys, signaling change tool kit, how to run a training
workshop workshop
• Best practice examples • Beliefs/behavior-prompt sheet — staff activity survey
• Best practice examples
A packaging company applied these energizing elements as they built the skill they called
value-based systems selling (VBSS):
¶ With a clear vision and leadership settled, the company decided on a problem solving
process that involved six multinational skill teams, each with a credible leader.
¶ Their performance measures were narrowed to two aspects: in terms of input, they
measured account plans created and number of plans created and number of people
trained; in terms of output, they measured price and market share.
¶ To communicate the message, the president embarked on a “road show” to manufacturing
and sales locations; the senior managers attended workshops; and a newsletter/bulletin
about VBSS was begun.
¶ The organizational infrastructure was modified to establish account teams, global
account managers, and an account planning function.
¶ On the people development front, an “ action learning” program was begun to teach
people more about account planning.
All these tools and activities were focused on achieving a new level of excellence in the core
skill of VBSS that the company knew was critical to its strategy.
VBSS
•Input • Awareness building – President’s

– Account plans road show
– People trained • Skill building through workshops
•Outputs • Reinforcement through VBSS
– Price network bulletins
– Share Performa
nce
Communications
measure
Organizati
ment
Vision and onal
leadership infrastruct
• The leader skill • Account teams
for becoming $1
Problem ure
• Global account
billion solving People developmentmanagers
• President as • Account planning
sponsor
processskill
• Multinational • Account-based
teams with 6 credible “action learning”
champions program
• Pilot effort with
leadership to get buy-
in and advice
Associates will often step up to manager roles on
engagements that address organization issues and/or
implement change. These engagements often involve multiple
client teams. Associates assume responsibility for managing
one or more of these client teams. These engagements also
seek the active support of a broader set of client managers.
Associates assume responsibility for developing influential
relationships with critical client managers. Engagements which
focus on organization issues therefore provide exceptional
opportunities for associates.
ASSOCIATES ASSUME MANAGER ROLES IN
ORGANIZATION ENGAGEMENTS
Traditional view of team roles Team roles on organization

engagements Client
manager Client
team
ED/DCS Associate Associate
ED/DCS Client
Client team
EM manager
Client Associate EM
Client
Sr. manager Client
Client team
client
team Associate
exec. Client
Client team
manager
The effective associate manager serves three functions:
1. The associate manager builds and sustains effective client teams that define, plan, and
implement the change .
2. The associate manager leads problem solving on multiple client teams.
3. The associate manager forges a consensus of support for the change vision among
critical client managers and ensures that managers maintain the energy level required
to effect the change.
All three functions are critical to success. However, in engagements that address organization
issues and /or implement change, building and sustaining an effective team is often the
necessary precondition to success in the other functions. The client team provides the critical
insight, knowledge, and skills required to solve the organizational problem. The associate /
manager needs to build an effective team environment to tap into the essential client input. The
client team should hold the confidence of the critical client managers. Once the associate
manager has earned the endorsement of the client team, the support of the client manager is
much more likely.
MANAGERIAL ROLES
Client Problem Chief engineer

involvement solving • Focuser
Consensus • Structurer
builder • Quality controller
Team • Devil’s advocate
dynamics
Coach and team

developer
Since effective teams are so fundamental to success in organization work, the OP has invested considerable effort in
understanding how to build high-performance teams. Follow these principles to build high-performance teams.
PRINCIPLES OF TEAM BASICS
Dimension Definition
Meaningful The team purpose must
purpose • Inspire the individual team members
• Justify the investment of Firm and client resources, as well as the personal investment of each
individual
For an engagement team, the purpose must include reference to substantive and sustainable client
impact
Clear The best teams translate the purpose into a well-defined set of tangible and measurable goals.
performance The goals encompass
goals • What will be achieved for the client in terms of performance
• What will be achieved for the team and its individual members
• Nearer-term goals, as well as “completion-related” goals
Well-defined The best teams decide up front and throughout the effort how to work together day-by-day, and how
working individual team members will apply and develop their skills as they produce collective results above
approach and beyond what members working as individuals could produce. Their working approach allows
substantive time for “unstructured” creative team thinking/brainstorming
Complementary The best teams are composed of individuals who provide or are expected to develop the full range and
skills depth of skill needed to fulfill the purpose. Skill development is seen as a key reward for team
participation. This applies particularly to functional skills, but also to problem solving skills and
interpersonal skills
Mutual In the best teams, all team members feel mutually accountable for accomplishing the team’s purpose
accountability and performance goals. Individuals do not succeed or fail – the team does
Small numbers Superior team performance can only be achieved by a small number of people who can spend
substantial time working together as a team. A group of more than approximately 15 people has little
chance of becoming a superior team
The principles are described much more thoroughly in The Wisdom of teams, authored by Jon Katzenbach.
PRINCIPLES OF TEAM BASICS Coach and
team
developer
Meaningful
purpose Clear
Small
numbers performance
TEAM
goals
BASICS
Mutual Well-defined
accountability Working
approach
Complementary
skills
Source: The Wisdom

of Teams
A team’s potential is defined by the quality of its membership.
The associate manager should, whenever possible, participate
actively in the selection of team members. Recent research by
the OP has found that most successful change programs were
driven by a few impassioned leaders. These “real change
leaders” exhibit a common set of characteristics. Look for
these attributes as you consider which client people to include
on the team.
REAL CHANGE LEADERS
“People with a reputation for improving performance through people – and for exceeding
expectations along the way” *
• Commitment to a better way
• Courage to challenge existing power bases
• Personal initiative to go beyond defined boundaries
• Motivation of themselves and others
• Caring about how people are treated and enabled to perform
• Staying under cover
• A sense of humor about themselves and their situations
* Real Change
Leaders
.
Once the associate manager has assembled the right team and built an effective team
environment, solving the problem should be easier. The principles of good problem solving do
not change for engagements that address organization issues and/or implement change. The
way the associate participates does change, however. Here are a few recurrent themes taken
from interviews with associates after their first organization engagement
¶ Let the team solve the problem. You won’t have time to solve the problem yourself when
you have multiple teams to manage. More importantly, the team will feel more ownership
for the solution if you let them solve the problem.
¶ Teams should be productive. Focus the team on action and work. Define specific end
products.
¶ If you have assembled the right team, every member has an important part of the answer.
Engage the entire team in solving the problem. Every team member should have a
challenge piece of the problem.
¶ Meetings are necessary evil for effective teams. Keep them to a minimum. Prepare
meetings carefully so that they are a constructive use of team time.
¶ Listen. Especially on organization problems, the client often knows the answer but needs
help recognizing it.
SOLVING THE PROBLEM
• Structure the problem, then let the team solve it

• Focus the team on action and work – not process, talk, and
review Chief engineer
• Focuser
• Keep the entire team engaged • Structurer
• Prepare brief, high – impact meetings • Quality controller
• Devil’s advocate
• Listen
If you have the consensus of the team, it should be easier to sustain the support of critical
client managers. A few basic principles merit emphasis:
¶ You need to begin building credibility with client managers early in the study. Talk to them
early and often. Engage then in defining the issues and prioritizing the work. This ensures
that their issues will be addressed.
¶ Managers have specific interests and motivations; these interests explain much of their
behavior. You will be more effective at influencing managers if you spend a few moments
trying to understand their interests. Before each discussion, consider how your
recommendations impact the client manager’s interests.
¶ When issues or concerns become apparent, address them squarely. There is little value in
avoiding and issue; it will come out eventually. Many issues evaporate when explicitly
discussed. Many others can be resolved by specific analysis. Issues that persist need to be
factored into the team’s thinking.
¶ Whenever appropriate, include key team members in important discussions with critical
client managers. Then client manager will get to know the team members better and place
more trust in their advice. When you include team members, the client manager can sense
first-hand the strength of the team consensus. As an added benefit, team members appreciate
the opportunity to interact with managers, and they can help you interpret the client
manager’s feedback.
¶ Good written materials are always useful in client manager discussions. Preparing them
forces the team to explicitly agree on the content. After presentation they serve as a solid
record of what was said.
The opportunity to interact with client managers in one of the more attractive elements of
organization work. Associates can use this interaction to develop client relationship skills that
will be vital in the years ahead.
BUILDING CONSENSUS
• Talk to critical managers early and often

• Understand the motivations of the critical managers
• Address issues and concerns directly Consen
• Include key team members in important discussions sus
• Prepare clear, concise written materials builder
We hope that you take away four major points from this session:
¶ Performance is the point of our consulting work, which involves an integration of strategy
and organization.
¶ Inevitably, at the heart of all our work is change. And at the heart of change is a respect for
and understanding of people.
¶ To understand organization performance and bring about lasting change, it is as important to
problem solve for how ( the engagement process ) as what ( the engagement issues).
¶ Organization work provides associates an opportunity to stretch their people-management
skills early.
WHAT WE HOPE YOU TAKE FROM THIS DOCUMENT
1. Winning performance is based on the integration of strategy and organization

2. Respect for and understanding of people is at the heart of all change
3. Problem solving for process is as important as problem solving for issues
4. Associates have a significant and rewarding role to play in organization work
WHERE CAN AN ASSOCIATE FIND OUT MORE
Selected core documents and handbooks
The overview of core of frameworks in Sections 1 and 2 of this

document describes the basics and provides a template to
better understand client organization issues, which should
prove helpful in almost any engagement because no matter
what the focus of an engagement is, a basic understanding of
the process of change is necessary to focus on the priorities of
the client
Once you are assigned to an engagement of this kind, you may
need to read more about some of these frameworks or gather
handbooks about the topic. As you may know, PDNet contains
a large array of documents that may be useful to you. You can
get hard copies of such documents in 24 hours using “PDNet
Express” through your local library
However, there are thousands of documents in the Firm’s
Appendix
This appendix contains:

1. HPO bulletins
2. Glossary of 7-S framework
3. Organization transformation triangle
4. Energizing elements
GLOSSARY OF 7-S FRAMEWORK

content
onal
required

d systems
value
STRATEGY Organizational
structure
Strategy Skills Staff

VISION
Shared Management
values systems
Leadership
style
What is it? An integrated set of actions to deliver a superior value to a set of customers
with a cost structure allowing continuing excellent returns
What is it • Gives direction and purpose to organization activities

important? • Strongly influences what skills the organization needs, what values are
stressed, and how it should be designed
• Provides benchmark for measuring organization’s success and redirecting
its activities
What must I • Balance between strategic thinking and capability to execute often
know about it? unmanaged
• Strategy formulation must consider the complexities of external
environment (e.g., discontinuities gaining ) balanced with internal history
and capabilities
• Increasingly, superb performers frequently win not by “inventing it first”,
but by doing it best
• In highly uncertain environments, institutional skills may help dictate
strategy
INSTITUTIONAL SKILLS Organizational

structure

VISION
Shared Management
values systems
Leadership
style
What they are? End – result activities the company must be really good at in order to
deliver the value proposition
Why are they • To help people focus on the 2-4 skills critical to delivery of the value
important? proposition
• They drive organization design – other organization elements must be
designed to build needed skills
What must I • Institutional skills are organization capabilities, not just abilities of
know about managers or other staff
them? • Strategy work is incomplete without explicit consideration of the
institutional skills required to execute the strategy
• Institutional skills increasingly are the primary basis for achieving
sustainable competitive advantage
SHARED VALUES Organizational

structure

VISION
Shared Management
values systems
Leadership
style
What they are? Simple terms that say, “ What is important around here? “
Why are they • Provide means to achieve value proposition through

important? –Aspirations, pride, emotion, and energy
–Focus, guidance, and learning orientation
–Solution space/ tie breakers
What must I • Shared values are probably the hardest S to influence

know about • But ignore at your peril. Any strategy consistent with deeply grooved
them? shared values will never be implemented
• The leadership team must articulate, believe in , and be credible on
shared values
• Shared values are shaped by obsessive, persistent communication from
leaders
VISION Organizational
structure

VISION
Shared Management
values systems
Leadership
style
What is it? An overriding goal that people in the organization strive to achieve; that is challenging,
valuable, and exciting to them; and valuable and differentiated to the intended customer
Why is it • “Strategy and tactics are for the battlefield, but the battle must be fought for a purpose of
important? value to society” Genichi Kawakami, Yamaha Corporation
• Provides meaning, motivation, and source of pride to attract and retain customers and
able employees
• Helps drive long-term strategy formulation and development of needed skills and values
• Supplies courage in the face of the unknown by providing sense of stability and enduring
themes
• Guides and inspires daily behavior, reducing need for bureaucratic rules and systems
What must • Leader must set and live by vision for it to permeate institution
I know • Best visions are simple, easy-to-understand, and demand nothing short of long-term
about it? excellence
• Financial goals (e.g., increase SOM, increase shareholder wealth ) are not visions; they do
not excite the organization’s people or provide enough competitive differentiation to
serve as standard for behavior
• Vision is extremely difficult to change significantly without creating discontent, reduced
effectiveness, and even abandonment of institution by its best people and customers
• However, visions can and must be constantly challenged and changed at the margin to
adjust for the institution’s changing environment
PIVOTAL JOBS Organizational

structure

VISION
Shared Management
values systems
Leadership
style
What is it? Positions, close to the front line, that have direct impact on delivery of
value to the customer (e.g., those who design the product, make the
product, and sell the product )
Why is it • Successful implementation of any change hinges upon the pivotal

important? jobholders acquiring new skills
• Thinking about the new skills these pivotal jobholders must acquire
pushes the depth and rigor of our thinking
What must I • Relationship between microskills of pivotal jobs and macroskills of the
know about it? organization
• Contrast analysis compares microskills required after a major change
program to those currently required in the organization
• Reverse-engineer the organizational design – start with the results you
expect; identify the behavioral change needed to achieve those results;
then shape the “other Ss” to influence pivotal jobholders to perform as
required
STRUCTURE Organizational
structure

VISION
Shared Management
values systems
Leadership
style
What is it? An orderly and predictable system to determine who reports to whom and
how tasks are divided up and integrated
Why is it • Facilitates coordination and integration

important? • Symbolizes priorities
• Focuses organization attention
What must I • Design should support needed skills and shared values
know about it? • Structure is most powerful tool for energizing change
• Structuring is not simple
• Key structural issues include
–Types of structure
–Span of control
–Centralization vs. decentralization
STAFF Organizational
structure

VISION
Shared Management
values systems
Leadership
style
What is it? The people in the organization considered in terms of their capabilities,
experience, and potential
Why is it • Staff composition and productivity are important determinants of current

important? and future strategic success
• The people who make and sell the product/service collectively
determine if the client delivers superior value
What must I • Front-line positions require detailed attention to specific skills and
know about it? shared values
• Key issues can include who to hire, how to train and coach them, how
to motivate and reward them, and what information to give them
• Support positions must reflect the needs of the front-line people
SYSTEMS Organizational
structure

VISION
Shared Management
values systems
Leadership
style
What is it? The processes and procedures through which things get done from day to
day
Why is it Most important tool for

important? • Commanding attention
• Influencing behavior
• Indicating how things really work here
What must I • Best companies employ relatively few and simple systems
know about it? • They should be shaped on a regular basis
• Important types include
– Management information systems (MIS)
– Incentive systems
– Planning
• Systems to get right information in the hands of the right people are
increasingly important
STYLE Organizational
structure

VISION
Shared Management
values systems
Leadership
style
What is it? The way people focus their time and attention. There are tow types
• Personal tone (e.g., supportiveness, argumentativeness )
• How people spend time, what questions they ask, settings they appear in
Why is it The key lever in shaping values and reinforcing strategy

important?
What must I • What people do means more than what they say
know about it? • The best leaders use style to emphasize a few simple values
• While personal tone is hard to change, managers can more easily adapt
how they spend time, questions they ask, and settings they appear in
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THE TITLE OF
YOUR RESEARCH
PAPER / THESIS
Your Name
University Name
Program Title
Name Of Advisor
THE TITLE OF YOUR
RESEARCH PAPER / THESIS
PowerPoint Presentation Template
Your Name
University Name
Program Title
Name Of Advisor
Title Slides 01
Introduction 02
Purpose 03
Methods 04
Statistical Analysis 05
Results 06
Thesis Presentation
Discussion 07 Outline
Conclusion 08
Reference Slides 09
Introduction
Your introduction should give the viewer/listener an idea of all of the following:
01 02 03 04
Provide Background on Cite With Supporting Establish the Need for Goals & Objectives of
Topics Literature your Research the Thesis
What is the topic area that What are the specific research Why is this question What were the objectives of
you are investigating? questions that you set out to important to answer? your research?
answer?
Literature review
Areas that you may wish to cover
Theory you will not want to cover everything that is

Theory Relevant current research that is close to
currently understood in the available
01 literature 02 your topic
Theory Different theories that may apply to your Theory Areas of weakness that are currently
03 specific area of research

04 highlighted
Methodology
You need to show all of the following within your methods:
The type of study you have The methods that you Details of the population, Provide information
conducted: qualitative, choose and why sampling methods, and regarding how you have
quantitative, or mixed other information analyzed the data that you
have collected
Methodology
You need to show all of the following within your methods:
Phase 1 Phase 2 Phase 3 Phase 4
• This is a sample text. • This is a sample text. • This is a sample text. • This is a sample text.
• You simply add your own • You simply add your own • You simply add your own • You simply add your own
text and description here. text and description here. text and description here. text and description here.
• This text is fully editable. • This text is fully editable. • This text is fully editable. • This text is fully editable.
The Problem We Solve
Problem And Who Has It?
Explore the current Explain Ask yourself

Once you have examined and clearly Ask yourself. “Why is that a problem?” If
situation
explained the situation, draft a simple the answer is another problem, then
Paint a picture in words by including the
problem statement by filling in the blank: congratulate yourself for moving from the
“presenting problem,” the impact it is
The problem that we are trying to solve is: “presenting problem” to a deeper
having, the consequences of not solving
_____. Distill the problem to its simplest problem.
the problem, and the emotions the
form possible.
problem is creating for those involved.
Research Objectives
Research Objectives
Objective #1
This is a sample text. You simply add your own text and description here.
This text is fully editable.
Objective #2
Objective #3
Objective #4
The Type Of Study
The type of study you have conducted: qualitative, quantitative, or mixed
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Hypothesis
Provide information regarding how you have analyzed the data that you have collected
Hypothesis#1
01 This is a sample text. You simply add your own text and
description here. This text is fully editable.
Hypothesis#2
Hypothesis#3
Hypothesis#4
Define The Group of Study
Details of the population, sampling methods, and other information
90%
70% 60%
50%
30%
Individuals Businesses Families Students Other

Research Process
Step 01 Step 03 Step 05

This is a sample text. You simply add your This is a sample text. You simply add your This is a sample text. You simply add your
own text and description here. own text and description here. own text and description here.
01 02 03 04 05
Step 02 Step 04
This is a sample text. You simply add your This is a sample text. You simply add your
own text and description here. own text and description here.
Statistical Analysis
Element Title Element Title Element Title Element Title Element Title Element Title
Element Title 01 This is a sample text This is a sample text This is a sample text This is a sample text This is a sample text This is a sample text
Statistical Analysis
60% 20%
Europe
North America
10%
Asia
40% 50% 60%

Latin America Africa Oceania
Research Results
What you actually found during your research
1. Result #1
This slide should provide the reader with a good
understanding of what you actually found during your
research.
2. Result #2
An overall description of the data that you collected during
your research.
3. Result #3
The results of the analysis that you have done on that data.
4. Result #4
What were the most significant findings from your data.
Research Results
490
2017 500
450
2016 350 350 350
2015 200
200
2014 350 150
2013 150
2013 2014 2015 2016 2017 2018

Research Results
$450,000 800
$400,000
700
$350,000
600
$300,000
500
$250,000
400
$200,000
300
$150,000
200
$100,000
100
$50,000
$0 0
J an F eb Mar Abr May Jun Ju l Aug S ep O ct No v D ec
Element Title 1 Element Title 2

Research Results
Key Figure Title Key Figure Title
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Number Title Number Title
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Discussion
Highlight what your results actually mean in relation to your field and the research that you have done
Discussion Tip #1 Discussion Tip #2
This is where you will highlight what your What are the major findings and what do
results actually mean in relation to your they mean in relation to your research
field and the research that you have
done
Discussion Tip #3 Discussion Tip #4
How do those findings relate to what How can you explain any unusual or
others have found in the past surprising results
Conclusions / Findings
This is where you summarize and tie up all that you have found within your research
Restate Your Show How Your Results Show What Contribution You
Research Questions Answer These Questions Have Made
State Any Limitations To The Suggest

Make Any Recommendations
Work You Have Done Future Research
Conclusions / Findings
This is where you summarize and tie up all that you have found within your research
This is where you summarize and tie up all that you have found within your
research
Suggestions
Suggest Future Research
Suggestion #1
This is a sample text. You simply add your own text and description here. This
text is fully editable.
Suggestion #2
Suggestion #3
Limitations of Your Study
Limitations of Your Study
Limitation1 Limitation 4
This is a sample text. You simply add your own 01 04 This is a sample text. You simply add your own
text and description here. text and description here.
Limitation 2 Limitations of Limitation 5

This is a sample text. You simply add 02 05 This is a sample text. You simply add
your own text and description here. Your Study your own text and description here.
Limitation 3 Limitation 6
This is a sample text. You simply add your own 03 06 This is a sample text. You simply add your own
text and description here. text and description here.
Recommendations
Make Any Recommendations
Recommendation 1
This is a sample text. You simply add your own text and description here. This text is
fully editable.
Recommendation 2
fully editable.
Recommendation 3
fully editable.
References
References
References Title Here References Title Here

1 This is a sample text. You simply add your own text and 5 This is a sample text. You simply add your own text and
description here. description here.



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55% 65% 75% 85% 95%

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A PLACEHOLDER FOR TEXT. A PLACEHOLDER FOR TEXT. A PLACEHOLDER FOR TEXT. A PLACEHOLDER FOR TEXT. A PLACEHOLDER FOR TEXT.
PROCESS & GROWTH
T H E S U C C E S S S T O R Y O F O U R C O M PA N Y.
O U R G R O W T H S T R AT E G Y
Add your text here. Tell your growth story here.
Please subscribe to our channel on YouTube. You
will find lots of creative videos there. Thank You.
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Please subscribe to our channel on YouTube. You 20%
will find lots of creative videos there. Thank You.
40%
ENTER TITLE HERE
CREATIVE VENUS
LOREM IPSUM DOLOR SIT AMET,
CONSECTETUR ADIPISCING ELIT,
SED DO EIUSMOD TEMPOR
80%
INCIDIDUNT UT LABORE ET DOLORE
MAGNA ALIQUA. 75%
72%
70%
UT ENIM AD MINIM VENIAM, QUIS
NOSTRUD EXERCITATION ULLAMCO
LABORIS NISI UT ALIQUIP EX EA
COMMODO CONSEQUAT.
40%
30%
2013 2014 2015 2016 2017 2018

33
Add your text here. 22 Add your text here.
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C R E AT I V E V E N U S 44 C R E AT I V E V E N U S
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SWOT ANALYSIS
STRENGTH WEAKNESS
LOREM IPSUM DOLOR SIT
A M E T, C O N S E C T E T U R
A D I P I S C I N G E L I T, S E D D O
EIUSMOD TEMPOR
INCIDIDUNT UT LABORE ET
S W LOREM IPSUM DOLOR SIT
EIUSMOD TEMPOR
DOLORE MAGNA ALIQUA. DOLORE MAGNA ALIQUA.
O P P O RT U N T H R E AT
LOREM IPSUM DOLOR SIT
A M E T , C O N S E C T IE T
T UY
R
EIUSMOD TEMPOR
O T LOREM IPSUM DOLOR SIT
EIUSMOD TEMPOR
DOLORE MAGNA ALIQUA. DOLORE MAGNA ALIQUA.
THIS IS YOUR
PRESENTATION TITLE
INSTRUCTIONS
FOR USE
EDIT IN GOOGLE SLIDES EDIT IN POWERPOINT®
Click on the button under the presentation preview Click on the button under the presentation preview that
that says "Use as Google Slides Theme". says "Download as PowerPoint template". You will get
You will get a copy of this document on your Google a .pptx file that you can edit in PowerPoint.
Drive and will be able to edit, add or delete slides. Remember to download and install the fonts used in this
presentation (you’ll find the links to the font files needed
You have to be signed in to your Google account.
in the Presentation design slide)
More info on how to use this template at www.slidescarnival.com/help-use-presentation-template
This template is free to use under Creative Commons Attribution license. You can keep the Credits slide or mention
SlidesCarnival and other resources used in a slide footer.
430
HELLO!
I am Jayden Smith
I am here because I love to give presentations.
You can find me at @username
431
1
TRANSITION HEADLINE
Let’s start with the first set of slides
432
“
Quotations are commonly printed as a means of
inspiration and to invoke philosophical thoughts
from the reader.
433
THIS IS A SLIDE
TITLE
⊡ Here you have a list of items

⊡ And some text
⊡ But remember not to overload your slides with
content
Your audience will listen to you or read the content,

but won’t do both.
434
BIG CONCEPT
Bring the attention of your audience over a key concept
using icons or illustrations
435
SPLIT
YOUR
CONTENT
WHITE BLACK
Is the color of milk and fresh Is the color of ebony and of
snow, the color produced by outer space. It has been the
the combination of all the symbolic color of elegance,
colors of the visible spectrum. solemnity and authority.
436
IN TWO OR
THREE
COLUMNS
YELLOW BLUE RED
Is the color of gold, Is the colour of the Is the color of blood,
butter and ripe clear sky and the and because of this it
lemons. In the deep sea. It is located has historically been
spectrum of visible between violet and associated with
light, yellow is found green on the optical sacrifice, danger and
between green and spectrum. courage.
orange.
437
WORTH A
THOUSAND
WORDS
A complex idea can be conveyed with just a single still image, namely
making it possible to absorb large amounts of data quickly.
438
WANT
BIG
IMPACT
?
Use big image
439
USE CHARTS
TO EXPLAIN
YOUR IDEAS
White Gray Black
440
TO
COMPARE
DATA
A B C
Yellow 10 20 7
Blue 30 15 10
Orange 5 24 16
441
MAPS
OUR OFFICE
442
89,526,124
Whoa! That’s a big number, aren’t you proud?
443
89,526,124$ That’s a lot of money
185,244 users And a lot of users
100% Total success!
444
OUR PROCESS
IS EASY
first second last
445
ROADMAP
Blue is the colour of the Red is the colour of danger Black is the color of ebony
clear sky and the deep sea and courage and of outer space
1 3 5
2 4 6
Yellow is the color of gold, White is the color of milk Blue is the colour of the
butter and ripe lemons and fresh snow clear sky and the deep sea
446
LET’S REVIEW
SOME
CONCEPTS
YELLOW BLUE RED
Is the color of gold, butter Is the colour of the clear sky Is the color of blood, and
and ripe lemons. In the and the deep sea. It is because of this it has
spectrum of visible light, located between violet and historically been associated
yellow is found between green on the optical with sacrifice, danger and
green and orange. spectrum. courage.
YELLOW BLUE RED

Is the color of gold, butter Is the colour of the clear sky Is the color of blood, and
and ripe lemons. In the and the deep sea. It is because of this it has
spectrum of visible light, located between violet and historically been associated
yellow is found between green on the optical with sacrifice, danger and
green and orange. spectrum. courage.
447
4000
3000
2000
1000
You can insert graphs from

Excel or Google Sheets
448
MOBILE
PROJE
CT
Show your web, ...using these

app or software gadget
projects... templates.
449
TABLET
PROJE
CT
Show your web, ...using these

app or software gadget
projects... templates.
450
COMPETITOR MATRIX HIGH VALUE 2
Competitor
Compet
itor
Our company
Competitor
HIGH VALUE 1
LOW VALUE 1
Competitor
Competitor Competitor
LOW VALUE 2
451
DESKT
OP
PROJE
CT
Show your
...using these
web, app or
gadget
software
templates.
projects...
452
2
EXTRA RESOURCES
For Business Plans, Marketing Plans,
Project Proposals, Lessons, etc
TIMELINE
Blue is the colour of the Red is the colour of danger Black is the color of ebony Yellow is the color of gold, White is the color of milk Blue is the colour of the
clear sky and the deep sea and courage and of outer space butter and ripe lemons and fresh snow clear sky and the deep sea
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Yellow is the color of gold, White is the color of milk Blue is the colour of the Red is the colour of danger Black is the color of ebony Yellow is the color of
butter and ripe lemons and fresh snow clear sky and the deep sea and courage and of outer space gold, butter and ripe
lemons
454
GANTT CHART
Week 1 Week 2
1 2 3 4 5 6 7 8 9 10 11 12 13 14
Task 1
Task 2 ◆
Task 3
Task 4 ◆
Task 5 ◆
Task 6
Task 7
Task 8
455
SWOT
ANALYSIS
STRENGTHS WEAKNESSES
Blue is the colour of the clear sky Yellow is the color of gold, butter
and the deep sea and ripe lemons
Black is the color of ebony and of White is the color of milk and
outer space fresh snow
OPPORTUNITIES THREATS
456
BUSINESS
MODEL
CANVAS
Key Partners Key Activities Value Propositions Customer Relationships Customer Segments
Insert your content Insert your content Insert your content Insert your content Insert your content
Key Resources Channels

Insert your content Insert your content
Cost Structure Revenue Streams

Insert your content Insert your content
457
FUNNEL
AWARENESS Insert your content
DISCOVERY Insert your content
EVALUATION Insert your content
INTENT Insert your content
PURCHASE Insert your content
LOYALTY Insert your content
458
TEAM
PRESENTATION
Imani Jackson Marcos Galán Ixchel Valdía Nils Årud

JOB TITLE JOB TITLE JOB TITLE JOB TITLE
Blue is the colour of the clear Blue is the colour of the clear Blue is the colour of the clear Blue is the colour of the clear
sky and the deep sea sky and the deep sea sky and the deep sea sky and the deep sea
459
WEEKLY
PLANNER
SUNDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY
09:00 - 09:45 Task Task Task Task Task Task Task
12:00 - 13:15 ✔ Free time ✔ Free time ✔ Free time ✔ Free time ✔ Free time ✔ Free time ✔ Free time
460
SlidesCarnival icons are editable shapes.
This means that you can:

● Resize them without losing quality.
● Change fill color and opacity.
● Change line color, width and style.
Isn’t that nice? :)
Examples:
461
SlidesCarnival icons are editable shapes.
This means that you can:

● Resize them without losing quality.
● Change fill color and opacity.
Isn’t that nice? :)
Examples:
462
Multi-purpose
Use the icons that best suit your needs from this wide selection and give a boost to
your presentations. With them you will capture the attention of your audience right
away
Multi-purpose
Use the icons that best suit your needs from this wide selection and give a boost to
your presentations. With them you will capture the attention of your audience right
away
Education
Take a look at our selection of education icons. Use them in your presentations and
make your ideas more understandable to your audience, expressing them with this
visual help
Education
Take a look at our selection of education icons. Use them in your presentations and
make your ideas more understandable to your audience, expressing them with this
visual help
Business
Time is money! So if you are going to make a business presentation, try to use icons
to convey your ideas in a more visual way. They are known worldwide and help
reduce text
Business
Time is money! So if you are going to make a business presentation, try to use icons
to convey your ideas in a more visual way. They are known worldwide and help
reduce text
Marketing
Make your presentation more enjoyable thanks to this icons, especially created for
marketing topics. Use them to convey your message and get the attention of your
audience
Marketing
Make your presentation more enjoyable thanks to this icons, especially created for
marketing topics. Use them to convey your message and get the attention of your
audience
Medical
Medical information doesn’t have to be tough. To help you convey your research and
conclusions we have created this selection of medical icons that will give a boost to
your exposition
Medical
Medical information doesn’t have to be tough. To help you convey your research and
conclusions we have created this selection of medical icons that will give a boost to
your exposition
DIAGRAMS & INFOGRAPHICS
473
DIAGRAMS AND INFOGRAPHICS
474
You can also use any emoji as an icon!
And of course it resizes without losing quality.
How? Follow Google instructions https://twitter.com/googledocs/status/730087240156643328
✋👆👉👍👤👦👧👨👩👪💃🏃💑❤
😂😉😋😒😭👶😸🐟🍒🍔💣📌📖🔨
🎃🎈🎨🏈🏰🌏🔌🔑 and many more...
475
Creative Text Labels
LABELS STICKY NOTES
Title Here Insert Your Text Here

Insert Your Text Here Insert Your Text Here
Lorem Ipsum is simply Lorem Ipsum is simply

dummy text of the printing
and typesetting industry.
Insert Your Text Here Insert Your Text Here Lorem Ipsum has been the and typesetting industry.
industry's standard dummy Lorem Ipsum has been the
industry's standard dummy

Insert Your Text Here
Lorem Ipsum is simply
and typesetting industry. Lorem Ipsum is simply
Lorem Ipsum has been the dummy text of the printing
Insert Your Text Insert Your Text industry's standard dummy
Here here and typesetting industry.
Insert Your Text Insert Your Text

Here here
Charts and Data
PIE CHARTS
Profit
Profit 40%
Profit
40% 40%
Profit
40%
COLUMN CHARTS
Marketing 40%
Profit
Profit 40% 30%
40%
Profit operations 40%
40% 30%
30%
salary 40%
30%
General 40%
Infographics
Arrows Circular Arrows creative Arrows 2ways Arrows Big Arrows
3 step circular 4step ring 6step ring 4step ring 4step circular 6step circular
timeline 4 list 4 steps 3item triangle Filter List items

Maps
world us Russia AUSTRALIA North America
CANDA EUROPE CHINA Spain FRANCE GERMANY
BARAZIL MEXICO SAUDI ARABIA
479
Business outline Icon
You can easily resize these resources keeping the quality.
480
Business Solid Icon
You can easily resize these resources keeping the quality.
CUSTOMER SATISFACTION
Enter your This is a sample text.
text here Enter your text here
This is a sample text. You can Enter your This is a sample text.
here. This is a sample text. You
can replace this text. Enter your Enter your This is a sample text.
text here
Enter your text Enter your This is a sample text.

56 %
here text here Enter your text here
INSERT LOGO HERE

Title Goes Here
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You can replace this text. Enter your text here
01 02 03 04
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text. Enter your text. Enter your text. Enter your text. Enter your
text here text here text here text here
INSERT LOGO HERE

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here. This is a sample text. You Enter your text here
can replace this text. Enter your
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72% You can replace Enter 35% You can replace Enter
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57% You can replace Enter 82% You can replace Enter
your text here. your text here.
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Storyset
Create your Story with our illustrated concepts. Choose the style you like the most, edit its colors, pick the background and layers you
want to be visible and bring them to life with the animator panel. It will boost your presentation for sure! Check out how it works.
Pana Amico Bro Rafiki

Use our editable graphic resources...
You can easily resize these resources without losing quality. To change the color, just ungroup the resource and
click on the object you want to change. Then, click on the paint bucket and select the color you want. Group the
resource again when you’re done. You can also look for more infographics on Slidesgo.
JANUARY FEBRUARY MARCH APRIL MAY JUNE
PHASE 1
Task 1
Task 2
PHASE 2
Task 1
Task 2
JANUARY FEBRUARY MARCH APRIL
PHASE 1
Task 1
Task 2
...and our sets of editable icons
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BPO BUSINESS PROCESS OUTSOURCING
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BPO BUSINESS PROCESS OUTSOURCING
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OPEN BANKING
Strategy
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OPEN BANKING
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CONFIDENTIAL
Frequently Used Template

Conceptual
Template
June 2002
This report is solely for the use of client personnel. No part of it may be
circulated, quoted, or reproduced for distribution outside the client
organization without prior written approval from McKinsey & Company.
This material was used by McKinsey & Company during an oral
presentation; it is not a complete record of the discussion.
2X2 CUBED
Unit of measure
Text Text
Text
Text
x t
Te
Text Text
e xt
T
Text Text
* Footnote 580
Source: Source
2X2 TOWER
Unit of measure
* Footnote 581
Source: Source
5PS MARKETING
Unit of measure
Product
offering
Product Package Place Price Positioning

promotion
* Footnote 582
Source: Source
7S Unit of measure
Style
Strategy Skills
Shared
values
Staff Systems
Structure
* Footnote 583
Source: Source
ARROW
Unit of 3D
measure
* Footnote 584
Source: Source
CUBES1
Unit of 3D
measure
* Footnote 585
Source: Source
CUBES2
Unit of 3D
measure
* Footnote 586
Source: Source
CUBES3
Unit of 3D
measure
* Footnote 587
Source: Source
CUTOUT 3D
Unit of measure
Text
Text Text
Text
* Footnote 588
Source: Source
FORCES
Unit of AT WORK
measure
New
entran
t
Supplie Industry
competitors Buyers
rs
Substitu
tes
* Footnote 589
Source: Source
JOINTUnit of measure
Text Text
Text Text
Text Text
Text Text
Text Text
* Footnote 590
Source: Source
LEVELUnitSEPARATE
of measure 4
Text
Text
Text
Text
* Footnote 591
Source: Source
LINEAR
Unit ofA 3D
measure
Text
Text
Text
* Footnote 592
Source: Source
LINEAR
Unit ofB 3D
measure
Text
Text Text
Text
* Footnote 593
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LINEAR
Unit ofC 3D
measure
Text
Text
Text
* Footnote 594
Source: Source
LINEAR
Unit ofD 3D
measure
Text
Text
Text
* Footnote 595
Source: Source
LINEAR
Unit ofEmeasure
3D
Text Text Text Text
* Footnote 596
Source: Source
LINEAR
Unit ofG 3D
measure
Text
Text
Text
* Footnote 597
Source: Source
LINEAR
Unit ofI measure
3D
Text Text
* Footnote 598
Source: Source
LINEAR
Unit ofJmeasure
3D
Text
Text Text
Text
* Footnote 599
Source: Source
LINEAR
Unit ofN 3D
measure
Text Text Text Text
* Footnote 600
Source: Source
LINEAR
Unit ofPmeasure
3D
Text
Text
Text
* Footnote 601
Source: Source
LINEAR
Unit ofQ 3D
measure
Text Text
* Footnote 602
Source: Source
LINEAR
Unit ofQ 3D
measure
Text Text
* Footnote 603
Source: Source
LINKSUnit3of measure
Plan Support
Implement
* Footnote 604
Source: Source
PERSPECTIVE
Unit of measure 3D
* Footnote 605
Source: Source
PROPELLER 3D
Unit of measure
Text
Te
xt
Text
* Footnote 606
Source: Source
RINGS
Unit3D
of measure
* Footnote 607
Source: Source
SCALEUnit of measure
Text
Text
* Footnote 608
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SCALES
Unit of measure
Text
Text
* Footnote 609
Source: Source
SIZESUnitINof measure
Text
Text
Text
Text
Text
Text
* Footnote 610
Source: Source
SPIRAL1 3D
Unit of measure
* Footnote 611
Source: Source
SPIRAL2 3D
Unit of measure
Brakes
Spiral
Source:
* Footnote
Source Tube in tube 612
SPOTLIGHT
Unit of measure
Text Text
Text Text
* Footnote 613
Source: Source
STAIRCASE
Unit of measure
Text
Text
Text
Text
Text
Text
* Footnote 614
Source: Source
STARSUnit3D
of measure
* Footnote 615
Source: Source
WIREUnitCUBES
of measure
Text
Text
* Footnote 616
Source: Source
ARROWS
Unit of measure
Text
Text Text
Text
Text Text
Text
* Footnote 617
Source: Source
LEVELUnit1of measure
Text
* Footnote 618
Source: Source
Text
Text
* Footnote 619
Source: Source
Text
Text
Text
* Footnote 620
Source: Source
Text
Text
Text
Text
* Footnote 621
Source: Source
Text
Text
Text
Text
Text
* Footnote 622
Source: Source
Text
Text
Text
Text
Text
Text
* Footnote 623
Source: Source
FLOWUnit2of measure
Header Header
Text Text
* Footnote 624
Source: Source
FLOWUnit2of TITLE
measure
Header Header
Text Text Text
* Footnote 625
Source: Source
FLOWUnit3of measure
Header Header Header
Text Text Text
* Footnote 626
Source: Source
FLOWUnit3of TITLE
measure
Text Text Text Text
* Footnote 627
Source: Source
FLOWUnit4of measure
Header Header Header Header
Text Text Text Text
* Footnote 628
Source: Source
FLOWUnit4of TITLE
measure
Text Text Text Text Text
* Footnote 629
Source: Source
FLOWUnit5of measure
Header Header Header Header Header
* Footnote 630
Source: Source
FLOWUnit5of TITLE
measure
Text Text Text Text Text Text
* Footnote 631
Source: Source
FLOWUnit6of measure
Header Header Header Header Header Header
* Footnote 632
Source: Source
FLOWUnit6of TITLE
measure
Header Header Header Header Header Header
Text Text Text Text Text Text Text
* Footnote 633
Source: Source
BLADES
Unit of measure
Text
Text
Text
Text
* Footnote 634
Source: Source
BOX Unit of measure
Text Text
Text Text
* Footnote 635
Source: Source
BOX Unit of measure
Text Text
Text Text
* Footnote 636
Source: Source
CYCLEUnit1of measure
Text
Text
Text
* Footnote 637
Source: Source
Text Text
* Footnote 638
Source: Source
Text
Text
Text
* Footnote 639
Source: Source
Text
Text
Text
Text
* Footnote 640
Source: Source
Text
Text
Text
Text
Text
* Footnote 641
Source: Source
Text
Text
Text
Text
Text
Text
* Footnote 642
Source: Source
Text Text
Text
Text
Text
Text
Text
* Footnote 643
Source: Source
Text Text
Text
Text
Text
Text
Text
Text
* Footnote 644
Source: Source
INCOMING
Unit of measure
Text
Text
Text
Text
Text
Text
* Footnote 645
Source: Source
RIBBON
Unit of measure
Text
Text
Text
Text
Text
* Footnote 646
Source: Source
RINGUnit of measure
Text
Text
Text
Text
Text
* Footnote 647
Source: Source
UPONUnit2of measure
Text
Text
* Footnote 648
Source: Source
CONTINUOUS
Unit of measure
Text Text
Text Text
Text
Text Text Text
* Footnote 649
Source: Source
CUTOUT
Unit of measure
Text
Text Text
Text
* Footnote 650
Source: Source
LINEAR
Unit ofAmeasure
Text
Text
Text
* Footnote 651
Source: Source
LINEAR
Unit ofBmeasure
Text
Text Text
Text
* Footnote 652
Source: Source
LINEAR
Unit ofCmeasure
Text
Text
Text
* Footnote 653
Source: Source
LINEAR
Unit ofD
measure
Text
Text
Text
* Footnote 654
Source: Source
LINEAR
Unit ofEmeasure
Text Text Text Text
* Footnote 655
Source: Source
LINEAR
Unit ofFmeasure
Text
Text
Text
* Footnote 656
Source: Source
LINEAR
Unit ofG
measure
Text
Text
Text
* Footnote 657
Source: Source
LINEAR
Unit ofH
measure
Text
Text Text
Text
* Footnote 658
Source: Source
LINEAR
Unit ofI measure
Text Text
* Footnote 659
Source: Source
LINEAR
Unit ofJmeasure
Text
Text Text
Text
* Footnote 660
Source: Source
LINEAR
Unit ofKmeasure
Text
Text
Text
Text
Text
Text
* Footnote 661
Source: Source
LINEAR
Unit ofN
measure
Text Text Text Text
* Footnote 662
Source: Source
LINEAR
Unit ofPmeasure
Text
Text
Text
* Footnote 663
Source: Source
LINEAR
Unit ofQ
measure
Text Text
* Footnote 664
Source: Source
PROPELLER
Unit of measure
Text
Te
xt
Text
* Footnote 665
Source: Source
STEP Unit
5 of measure
Text
Text
Text
Text
Text
* Footnote 666
Source: Source
2 ONUnit
1 of measure
Text
Text
Text
Text
* Footnote 667
Source: Source
AGAINST
Unit of measure
Text
Text
Text
Text
Text
Text
* Footnote 668
Source: Source
AT WORK
Unit of measure
Text
Text Text Text
Text
* Footnote 669
Source: Source
COUPLED HORIZ
Unit of measure
Text Text
* Footnote 670
Source: Source
COUPLED VERT
Unit of measure
Text
Text
* Footnote 671
Source: Source
FOCUSED
Unit of measure
Text Text
Text Text
* Footnote 672
Source: Source
FORCES
Unit of AT WORK
measure
New
entran
t
Supplie Industry
competitors Buyers
rs
Substitu
tes
* Footnote 673
Source: Source
PARALLEL
Unit of measure
Text
Text
Text
* Footnote 674
Source: Source
SPLITUnit of measure
Text
Text Text
Text
* Footnote 675
Source: Source
SURROUND
Unit of measure
Text
* Footnote 676
Source: Source
TWISTED
Unit of measure
Text
Text
* Footnote 677
Source: Source
UP &Unit
AWAYof measure
Text Text
* Footnote 678
Source: Source
UP &Unit
DOWNof measure
Text
Text
* Footnote 679
Source: Source
2S-5SUnit of measure The people in the
organization, considered
in terms of corporate
demographics, not individual
The processes and personalities
procedures through The way
managers
which things get done
from day to day
Staff collectively
A coherent set behave with
of actions aimed
at gaining a
Systems Style respect to use
of time,
sustainable Strategy Skills attention,
advantage and symbolic
over competition Capabilities Shared actions
possessed by Structure
the organization Values
as a whole as Those ideas of what
distinct from the is right and desirable
The organization chart
individuals. (in corporate and/or
and accompanying
Some companies individual behavior)
baggage that show
perform which are typical of the
who reports to whom
extraordinary organization and
and how tasks are
feats with common to most of its
both divided up and
ordinary people members
integrated
* Footnote 680
Source: Source
3CS TRIANGLE
Unit of measure
Customer
Distributors
Clients Competitors
Suppliers
* Footnote 681
Source: Source
3S-4SUnit of measure
The organization chart and
accompanying baggage that show
who reports to whom and how
tasks are both divided up and
A coherent set of integrated
actions aimed at The people in
gaining a sustainable the organization,
advantage Structure considered in
Capabilities over competition terms of corporate
possessed by demographics, not
the organization individual personalities
as a whole as Strategy
distinct from
the individuals. Skills Staff Style
Some companies Shared
perform extraordinary values
feats with ordinary The way managers collectively
people behave with respect to use of
Those ideas of what is right time, attention and symbolic
and desirable (in corporate Systems
actions
and/or individual behavior)
which are typical of the The processes and procedures
organization and common through which things get done
to most of its members from day-to-day
* Footnote 682
Source: Source
7S Unit of measure
The way managers

collectively behave with Capabilities possessed by the
respect to use of time, organization as a whole as
attention and symbolic distinct from the individuals.
A coherent set of actions Some companies perform
actions aimed at extraordinary feats with
gaining a sustainable Style ordinary people
advantage over
competition Strategy Skills Those ideas of what is right
and desirable (in corporate
Shared and/or individual behavior)
values which are typical of the
organization and common
Staff Systems to most of its members
The people in the
organization, The processes and
considered in terms of Structure and procedures
corporate through which things
demographics, not get done
The organization chart
individual personalities from day-to-day
and accompanying
baggage that show
who reports to whom
and how tasks are both
* Footnote divided up and integrated 683
Source: Source
BUSSUnitPORTFOLIO
of measure
High
Competitive position
Medium
Low
Low Medium High
Product/market attractiveness
* Footnote 684
Source: Source
CHANGE BOARD
Unit of measure
Commitment Capability
Change
vision Individual Enabling
Conviction Courage
activity devices
Chief
Executive
Leadership
groups
Down the
line
External
constitution
* Footnote 685
Source: Source
DELTAUnitPof measure • Accurate measurement • Flow of 2-way communications
of action and results • People’s understanding, belief
• Clear accountabilities and contribution to act on vision
• Early wins and action plans
Visible demonstration • Implementation or

of new vision and near implementation
values by client of required structure
Performance and systems
leadership Communications
Measurement

Leadership
Delta P Infrastructure
Problem
• Action plans sufficient to People
Solving
achieve goals Process
Development • Client managers
• Agreement on objectives (particularly middle
by line management management) have
• Management of high- skill to lead program
involvement process implementation
• Change in actual
behavior
* Footnote 686
Source: Source
MACSUnit of measure
• Industry attractiveness
• Competitive position
• Restructuring/rationalization opportunities
Value-creation potential in business unit
High Medium Low
Relative ability to extract value

• Corporate Retain and Retain and Retain and
give top give priority manage for
Natural
center skills
owner
priority code or
• Business liquidate
unit linkages
“One of the Probably Divest Divest or
• Taxation/ pack” divest liquidate
valuation
differences
* Footnote 687
Source: Source
MANUFACTURING
Unit of measure STRATEGY
Business Strategy
Manufacturing Strategy
Configuration Research
Systems Focus
Organization Labor
Policy
Make
vs.
Process Buy
Product
Design Design
* Footnote 688
Source: Source
PENTAGON
Unit of measure
2 5
Restructuring
framework
3 4
* Footnote 689
Source: Source
PRICEUnitBENEFIT
of measure
Benefit
Competitive
advantage
Competitive
disadvantage
Price
* Footnote 690
Source: Source
SMILEUnitCHART
of measure
Appraise performance Bottom up

and prospects action 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
* Footnote 691
Source: Source
STRATUnitGAMEBOARD
of measure
3.
Create and
pursue a unique
2. advantage 4.
Resegment the Exploit unique
market to create a advantage
niche 1. industrywide
When to
Do more and
compete
better of the
same
* Footnote 692
Source: Source
STRATUnitMANAGE
of measure
Stage 4
Stage 3
Stage 2
Stage 1
Forecast Externally Strategic

Budget based orientated manage-
planning planning planning ment
Meet Predict the Think Create the

budget and future strategically future
schedule
Value system
* Footnote 693
Source: Source
TREEUnit
PRODUCTIVITY
of measure
Selling margin
Contribution
Effectiveness Sales
Contribution
Available selling time Selling rate
Sales
Available selling time
Productivity
Contribution Utilization
Total selling costs Available selling time
Total sales time
Efficiency Support leverage

Available selling time Total sales time
Total selling costs Support costs
Support intensity
Support costs
Total selling costs
* Footnote 694
Source: Source
VALUE
Unit CREATION
of measure
Improve core
Redeploy
business
assets
performance
Maximize
shareholder
value
Adopt sound Grow through

financing acquisition
approach and/or merger
Grow
through
cultural
initiative
* Footnote 695
Source: Source
VALUE
Unit SOURCES
of measure
Industry restructure
Corporate
center skills Internal controller
Shared resources
Linkages
between Transfer of capability
business units Vertical integration
Client’s relative
ability to extract
value
Differences in tax position
Real
Existence of non-cases objectives
Financial
ownership fit Inefficiencies in financial markets
Perceived
Difference in valuation technique
* Footnote 696
Source: Source
GANTT10
Unit of measure
<##>
Header <##> <##> <##> <##> <##> <##> <##> <##> <##> <##>
Text
* Footnote 697
Source: Source
GANTT15
Unit of measure
##
Header ## ## ## ## ## ## ## ## ## ## ## ## ## ## ##
Text
* Footnote 698
Source: Source
VENNUnit2of measure
Text Text
* Footnote 699
Source: Source
VENNUnit3of measure
Text Text
Text
* Footnote 700
Source: Source
CONFIDENTIAL

Data Driven
Template
June 2002
AREAUnit of measure
Label 1
Label 2
Label 3
* Footnote 702
Source: Source
BAR Unit of measure
Label
1
Label
2
Label
3
Label
4
Label
5
* Footnote 703
Source: Source
BAR 2Unit of measure
Title Title
Unit of measure Unit of measure
Label Label
1 1
Label Label
2 2
Label Label
3 3
Label Label
4 4
Label Label
5 5
* Footnote 704
Source: Source
BAR BUTTED
Unit of measure
Label
1
Label
2
Label
3
Label
4
Label
5
* Footnote 705
Source: Source
BAR STACKED
Unit of measure
Serie Serie Serie

s s s
Label
000
1
Label
000
2
Label
000
3
Label
000
4
Label
000
5
* Footnote 706
Source: Source
BAR STACKED
Unit of measure 100%
Serie Serie Serie

s s s 100
Label %=
000
1
Label
000
2
Label 000
3
Label 000
4
Label 000
5
* Footnote 707
Source: Source
BUBBLE
Unit of measure
Title
Unit of measure
Label
5 Label
Label 6
4
Label
3 Label
Label 2
1
Title
* Footnote Unit of measure 708
Source: Source
COLUMN
Unit of measure
Label Label Label Label Label

1 2 3 4 5
* Footnote 709
Source: Source
COLUMN 2
Unit of measure
Title Title
Label Label Label Label Label Label Label Label Label Label
1 2 3 4 5 1 2 3 4 5
* Footnote 710
Source: Source
COLUMN BUTTED
Unit of measure
Label 1 Label 2 Label 3 Label 4 Label 5
* Footnote 711
Source: Source
COLUMN STACKED
Unit of measure
00
0
00
0
00
000 0
00
Serie 0
sSerie
sSerie
sSerie
s Label Label Label Label Label
1 2 3 4 5
* Footnote 712
Source: Source
COLUMN STACKED 100%
Unit of measure
100% 00 00 00 00 00
= 0 0 0 0 0
Serie
s
Serie
s
Serie
s
Serie
s
Label Label Label Label Label
1 2 3 4 5
* Footnote 713
Source: Source
COMBO PIE SEGMENT COLUMN
Unit of measure
Title Title
Label
100%000
5
=
Label Series
4
Label
Label 1 Series
3
Series
Label Series
2
Label 1
* Footnote 714
Source: Source
COSTUnitCURVE
of measure
Title
Unit of measure
Label
5
Label
4
Label
3
Label Label
1 2
Title
Unit of measure
* Footnote 715
Source: Source
DUALUnitCOLUMN
of measure LINE
Title Title
* Footnote 716
Source: Source
DUALUnitLINE
of measure
Title Title
* Footnote 717
Source: Source
LINE Unit of measure
Label 1
Label 2
Label 3
Label 4
* Footnote 718
Source: Source
PIE Unit of measure
Label
5
Label
4
Label
1
Label
3
Label
2
* Footnote 719
Source: Source
PIE 2Unit of measure
Title Title
Label Label
5 5
Label Label
4 4
Label Label
Label 1 Label 1
3 3
Label Label
2 2
* Footnote 720
Source: Source
RANGE
Unit ofHIGH
measure LOW
* Footnote 721
Source: Source
SCATTER X&Y
Unit of measure
* Footnote 722
Source: Source
WATERFALL BAR
Unit of measure
Label 1
Label 2
Label 3
Label 4
Label 5
* Footnote 723
Source: Source
WATERFALL COLUMN
Unit of measure
* Footnote 724
Source: Source
CONFIDENTIAL

Named Objects
Template
June 2002
ARROWS
Unit of measure
* Footnote 726
Source: Source
DISCLAIMERS
Unit of measure CLIENT
* Footnote circulated, quoted, or reproduced for distribution outside the client 727
Source: Source organization without prior written approval from McKinsey & Company.
DISCLAIMERS
Unit of measure INTERNAL
This report contains information that is confidential and proprietary to

McKinsey & Company and is solely for the use of McKinsey &
Company personnel. No part of it may be used, circulated, quoted, or
reproduced for distribution outside McKinsey & Company. If you are
not the intended recipient of this report, you are hereby notified that the
* Footnote use, circulation, quoting, or reproducing of this report is strictly 728
Source: Source prohibited and may be unlawful.
DISCLAIMERS
Unit of measure PRESENTATION
* Footnote This material was used by McKinsey & Company during an oral 729
Source: Source presentation; it is not a complete record of the discussion.
Legend
LEGENDS
Unit of measure Legend
Legend
* Footnote 730
Source: Source
MCKINSEY LOGO
Unit of measure
* Footnote 731
Source: Source
MISCUnit of measure
ü
û
–
* Footnote 732
Source: Source
Legend
MOONS
Unit of measure Legend
Legend
Low
Medium
High
Low
Medium
High
* Footnote 733
Source: Source
STICKER
STICKER
Unit of measure
ILLUSTRATIVE
CONFIDENTIAL
PRELIMINARY
DRAFT
ESTIMATE
EXAMPLE
FOR DISCUSSION ONLY
FOR DISCUSSION
* Footnote 734
Source: Source
STICKER OTHER
Unit of measure
PRELIMINARY TO BE COMPLETED
DISCUSSION DRAFT DRAFT
BACKUP
DISGUISED PRELIMINARY
ESTIMATE HYPOTHESIS
DRAFT FOR DISCUSSION
CONFIDENTIAL STRAW MAN
SAMPLE DISCUSSION DRAFT
REVISED
CONCEPTUAL DISGUISED
CLIENT EXAMPLE
PROPOSED
ROUGH ESTIMATE
* Footnote 735
Source: Source
WORLD
Unit of MAP
measure
* Footnote 736
Source: Source
CONFIDENTIAL

Text
Template
June 2002
PPT TABLE 2
Unit of measure
Heading Heading
Text Text
* Footnote 738
Source: Source
PPT TABLE 3
Unit of measure
Heading Heading Heading
Text Text Text
* Footnote 739
Source: Source
PPT TABLE 4
Unit of measure
Heading Heading Heading Heading
Text Text Text Text
* Footnote 740
Source: Source
PPT TABLE 5
Unit of measure
Heading Heading Heading Heading Heading
* Footnote 741
Source: Source
PPT TABLE 6
Unit of measure
Heading Heading Heading Heading Heading Heading
* Footnote 742
Source: Source
CONFIDENTIAL

SEO VA
Template
June 2002
Unit of measure
• Text
Text
• Text
Text
• Text
Text
* Footnote 744
Source: Source
Unit of measure
Title Title
• Text • Text
* Footnote 745
Source: Source
Unit of measure
Title Title
• Text • Text
Text
* Footnote 746
Source: Source
EXHIBIT TITLE
Title
•
Text
•
Text
Text
•
Text
* Footnote 747
Source: Source
EXHIBIT TITLE
Title
•
Text
•
Text
•
Text
* Footnote 748
Source: Source
EXHIBIT TITLE
Title Title
• •
Text
• •
Text
• •
Text
* Footnote 749
Source: Source
EXHIBIT TITLE
Title Title Title
• • •
Text
• • •
Text
• • •
Text
* Footnote 750
Source: Source
2 COLUMN
Title Title
• Text • Text
* Footnote 751
Source: Source
3 COLUMN
Title Title Title
• Text • Text • Text
* Footnote 752
Source: Source
4 COLUMN
Title Title Title Title
• Text • Text • Text • Text
* Footnote 753
Source: Source
5 COLUMN
Title Title Title Title Title
• Text • Text • Text • Text • Text
* Footnote 754
Source: Source
6 COLUMN
Title Title Title Title Title Title
• Text • Text • Text • Text • Text • Text
* Footnote 755
Source: Source
7 COLUMN
Title Title
Title Title Title Title Title Title Title
• Text • Text • Text • Text • Text • Text • Text
* Footnote 756
Source: Source
8 COLUMN
Text Text Text Text Text Text Text Text
* Footnote 757
Source:Source
3-STEP
Text
Text
• Text
Text
• Text
Text • Text
758
4-STEP
Text
Text
Text
• Text
Text
• Text
• Text
Text • Text
759
5-STEP
Text
Text
Text
• Text
Text
• Text
Text
• Text
• Text
Text • Text
760
3 HORIZONTAL
Unit of measure
Text
Text
Text
• Text
• Text
• Text
* Footnote 761
Source: Source
4 HORIZONTAL
Unit of measure
Text
Text
Text
Text • Text
• Text
• Text
• Text
* Footnote 762
Source: Source
5 HORIZONTAL
Unit of measure
Text
Text
Text
Text • Text
Text
• Text
• Text
• Text
• Text
* Footnote 763
Source: Source
4-STEP
Unit of measure
Text
Text • Text
Text • Text
Text • Text
• Text
* Footnote 764
Source: Source
FLOWUnit2of measure
Header Header
• Text • Text
* Footnote 765
Source: Source
FLOWUnit2of TITLE
measure
Header Header
• Text • Text
Text
* Footnote 766
Source: Source
FLOWUnit3of measure
* Footnote 767
Source: Source
FLOWUnit3of TITLE
measure

Text
* Footnote 768
Source: Source
FLOWUnit4of measure
* Footnote 769
Source: Source
FLOWUnit4of TITLE
measure

Text
* Footnote 770
Source: Source
FLOWUnit5of measure
* Footnote 771
Source: Source
FLOWUnit5of TITLE
measure

Text
* Footnote 772
Source: Source
HORIZONTAL
Unit of measure FLOW 3
Title
• Text
Text
• Text
Text
• Text
Text
* Footnote 773
Source: Source
HORIZONTAL
Title
Text
• Text
• Text
Text
• Text
Text
• Text
Text
* Footnote 774
Source: Source
HORIZONTAL
Title Title
Text • Text • Text
• Text • Text
Text
• Text • Text
Text
• Text • Text
Text
• Text • Text
Text
* Footnote 775
Source: Source
HORIZONTAL
Title Title
• Text • Text
Text
• Text • Text
Text
• Text • Text
Text
• Text • Text
Text
• Text • Text
Text
* Footnote 776
Source: Source
HORIZONTAL
Title Title
• Text • Text
Text
• Text • Text
Text
• Text • Text
Text
• Text • Text
Text
• Text • Text
Text
• Text • Text
Text
* Footnote 777
Source: Source
FLOWUnitWITH
of measureSHOCK 1
Title Header Header Header
* Footnote 778
Source: Source
FLOWUnitWITH
of measureSHOCK 2
Header Header Header Title

Text

Text
* Footnote 779
Source: Source
FLOW WITH 3 COLUMN
Text Text Text

Text

Text

Text

Text

Text
* Footnote 780
Source: Source
FLOW WITH 2 COLUMN
Text Text
• Text • Text
Text
• Text • Text
Text
• Text • Text
Text Text
• Text • Text
Text
• Text • Text
Text
* Footnote 781
Source: Source
SQUARE FLOW
Unit of measure
Text Text
• Text • Text
Text
Text • Text
• Text
* Footnote 782
Source: Source
FRAMEWORK
Unit of measure
Text Text
• Text • Text
Text Text
• Text • Text
* Footnote 783
Source: Source
Unit of measure
Title Title
• Text • Text
* Footnote 784
Source: Source
Unit of measure
Title Title
• Text • Text
* Footnote 785
Source: Source
Unit of measure
Title Title
• Text • Text
Title Title
• Text • Text
* Footnote 786
Source: Source
Title Title
• Text • Text
xxxxx
Title Title
• Text • Text
787
Unit of measure
Title Title Title
• • •
* Footnote 788
Source: Source
Unit of measure
Title Title
• Text • Text
Title
* Footnote 789
Source: Source
Unit of measure
• Text
Text
Text
Text Text
• Text • Text
* Footnote 790
Source: Source
Unit of measure
• Text
Text
• Text • Text
Text Text
Text
• Text • Text
Text Text
* Footnote 791
Source: Source
SCP
External
shock S tructure C onduct P erformance
• xxxx • xxx • xxxx • xxxx
* Footnote 792
Source: Source
Unit of measure
Text Text Text Text

Text

Text
* Footnote 793
Source: Source
Unit of measure
Text
Text Text Text Text

Text

Text
* Footnote 794
Source: Source
Unit of measure
Text

Text

Text
* Footnote 795
Source: Source
Unit of measure
Text
Text
Title Title Title Title Title
* Footnote 796
Source: Source
Unit of measure
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
* Footnote 797
Source: Source
Unit of measure
Title
•
Text
•
Text Text
•
Text
Text
•
Text
•
Text Text
•
Text
* Footnote 798
Source: Source
• Text • Text
Text
• Text • Text
Text Text
• Text • Text
Text
* Footnote 799
Source: Source
TEAM STRUCTURE
Title
•
Title Client McKinsey Expert group
• • • •
* Footnote 800
Source: Source
Unit of measure
Text
Text
* Footnote 801
Source: Source
Unit of measure
Text
Text
Text
Text
Text
* Footnote 802
Source: Source
Unit of measure
Title
Title Title Title

Title
Title
* Footnote 803
Source: Source
Unit of measure
Title

Title
Title
* Footnote 804
Source: Source
Title
Title Title Title

Title
805
Unit of measure
Text
• Text
Text
• Text
* Footnote 806
Source: Source
Title
Sub title Sub title
• •
• •
• •
Risk management
807
Unit of measure
Text Text
* Footnote 808
Source: Source
• Text • Text
Text Text
* Footnote 809
Source: Source
• Text • Text
Text Text
* Footnote 810
Source: Source
• Text
Text
• Text
• Text Text
Text
* Footnote 811
Source: Source
• Text
Text
• Text
• Text Text
Text
* Footnote 812
Source: Source
• Text • Text
Text
Text
• Text • Text
Text
Text
* Footnote 813
Source: Source
• Text • Text
Text
Text
• Text • Text
Text
Text
* Footnote 814
Source: Source
• Text • Text
Text
Text
• Text
Text • Text
Text
Text
• Text
* Footnote 815
Source: Source
• Text • Text
Text
Text
• Text
Text • Text
Text
Text
• Text
* Footnote 816
Source: Source
• Text • Text
Text
Text
• Text • Text
Text
Text
Text
• Text Text
• Text
* Footnote 817
Source: Source
• Text • Text
Text
Text
• Text • Text
Text
Text
Text
• Text Text
• Text
* Footnote 818
Source: Source
FORCES
Unit of AT WORK
measure
Text
• Text
Text Text
• Text • Text
Text
• Text
Text
• Text
* Footnote 819
Source: Source
2 BY 2UnitMATRIX
of measure
High
• Text • Text
Text
• Text • Text
Low
High Low
Text
* Footnote 820
Source: Source
2 BY 3UnitMATRIX
of measure
High
Text
Low • Text • Text • Text
Low Medium High
Text
* Footnote 821
Source: Source
3 BY 3UnitMATRIX
of measure
High
Medium
Text

Low
Low Medium High
Text
* Footnote 822
Source: Source
4 BY 3UnitMATRIX
of measure
High
Medium
Text

Low
1 2 3 4
Text
* Footnote 823
Source: Source
4 BY 3UnitMATRIX
of measure
4
3
Text

2

1
1 2 3 4
Text
* Footnote 824
Source: Source
STUDY
Unit OBJECTIVE
of measure
Text
* Footnote 825
Source: Source
LEVELUnit03
of measure
• Text
Text
• Text
Text
• Text
Text
* Footnote 826
Source: Source
LEVELUnit04
of measure
• Text
Text
• Text
Text
• Text
Text
• Text
Text
* Footnote 827
Source: Source
LEVELUnit09
of measure
• Text
Text
• Text
Text
• Text
Text
• Text
Text
• Text
Text
Text
• Text
• Text
Text
• Text
Text
• Text
Text
* Footnote 828
Source: Source
GANTT –measure
Unit of 4 WEEK
• Text
• Text
• Text
* Footnote 829
Source: Source
Unit of measure
• Text
• Text
• Text
* Footnote 830
Source: Source
Unit of measure
Text Text
Text Text Text Text Text Text Text Text Text
• Text
• Text
• Text
* Footnote 831
Source: Source
Unit of measure
Text Text Text

Text Text Text Text Text Text Text Text Text Text Text Text Text
• Text
• Text
• Text
* Footnote 832
Source: Source
Unit of measure
Text Text Text Text

Text 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
• Text
• Text
• Text
* Footnote 833
Source:Source
Unit of measure

Text 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
• Text
• Text
• Text
* Footnote 834
Source:Source
Unit of measure

Text 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
• Text
• Text
• Text
* Footnote 835
Source:Source
Unit of measure

Text 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
• Text
• Text
• Text
* Footnote 836
Source:Source
Unit of measure

Text 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
• Text
• Text
• Text
* Footnote 837
Source:Source
Unit of measure
Text Text Text Text Text Text Text Text Text

Text 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
• Text
• Text
• Text
* Footnote 838
Source:Source
Unit of measure
Text Text Text Text Text Text Text Text Text Text
Text 1234123412341234123412341234 12341234 1234
• Text
• Text
• Text
* Footnote 839
Source:Source
Unit of measure
Text Text Text Text Text Text Text Text Text Text Text Text
Text 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 12 34 1 2 3 4 1 2 3 4 1 23 4
• Text
• Text
• Text
* Footnote 840
Source:Source
Unit of measure
Text
Text 1 2 3 4 5 6 7 8 9 10 11 12
• Text
• Text
• Text
* Footnote 841
Source:Source
Unit of measure
Text Text
Text 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12
• Text
• Text
• Text
* Footnote 842
Source:Source
Unit of measure
Text
Text Responsibility Mon Tue Wed Thu Fri
• Text
• Text
• Text
* Footnote 843
Source: Source
Unit of measure
Text Text
Text Responsibility M T W T F M T W T F
• Text
• Text
• Text
* Footnote 844
Source: Source
Unit of measure
Text Text
Label 1 Label 1
Label 2 Label 2
Label 3 Label 3
Label 4 Label 4
Label 5 Label 5
* Footnote 845
Source: Source
Unit of measure
Text Text
Label 1 Label 1
Label 2 Label 2
Label 3 Label 3 Text
Label 4 Label 4
Label 5 Label 5
* Footnote 846
Source: Source
Unit of measure
Text Text Text
Label 1 Label 1 Label 1
* Footnote 847
Source: Source
Unit of measure
Text Text Text
Label 3 Label 3 Label 3 Text
* Footnote 848
Source: Source
Unit of measure
Text Text Text Text
Label 1 Label 1 Label 1 Label 1
* Footnote 849
Source: Source
Unit of measure
* Footnote 850
Source:Source
Unit of measure
Text Text
Label 1
Label 2
Label 3
Label 4
Label 5
* Footnote 851
Source: Source
Unit of measure
Text Text Text
Label 1
Label 2
Label 3
Label 4
Label 5
* Footnote 852
Source: Source
Unit of measure
Text Text Text Text
Label 1
Label 2
Label 3
Label 4
Label 5
* Footnote 853
Source: Source
Unit of measure
Label 1
Label 2
Label 3
Label 4
Label 5
* Footnote 854
Source:Source
EXHIBIT
Unit of TITLE
measure
Title Title Title

Measure Measure Measure
Label Label Label
Label Label Label
Label Label Label
Label Label Label
Label Label Label
Label Label Label
Label Label Label
Label Label Label
Text Text Text
* Footnote 855
Source:Source
EXHIBIT
Unit of TITLE
measure
Title Title
Measure Measure
Label 1 Label 1
Label 2 Label 2
Label 3 Label 3
Label 4 Label 4
Label 5 Label 5
Label 6 Label 6
Title Title
Measure Measure
Label 1 Label 1
Label 2 Label 2
Label 3 Label 3
Label 4 Label 4
Label 5 Label 5
Label 6 Label 6
* Footnote 856
Source:Source
EXHIBIT
Unit of TITLE
measure

Measure Measure Measure Measure
Label Label Label Label
Text Text Text Text
* Footnote 857
Source: Source
EXHIBIT
Unit of TITLE
measure
Text Text
1 2 3 4 5 1 2 3 4 5
* Footnote 858
Source: Source
EXHIBIT
Unit of TITLE
measure
Text Text Text
Label Label Label Label Label Label Label Label Label Label Label Label
1 2 3 4 1 2 3 4 1 2 3 4
* Footnote 859
Source: Source
EXHIBIT
Unit of TITLE
measure
Text Text Text Text
Label Label Label Label Label Label Label Label Label Label Label Label Label Label Label Label
1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
* Footnote 860
Source:Source
EXHIBIT
Unit of TITLE
measure
Title Title
Measure Measure
1 2 3 4 5 1 2 3 4 5
* Footnote 861
Source: Source
EXHIBIT
Unit of TITLE
measure
Title Title Title

Text Text Text
Label Label Label Label Label Label Label Label Label Label Label Label
1 2 3 4 1 2 3 4 1 2 3 4
* Footnote 862
Source: Source
EXHIBIT
Unit of TITLE
measure

Measure Measure Measure Measure
Text Text Text Text

Label 3
Label 3
Label 3
Label 3
Label 2
Label 4
Label 1
Label 2
Label 4
Label 1
Label 1
Label 1
Label 2
Label 4
Label 2
Label 4
* Footnote 863
Source:Source
EXHIBIT
Unit of TITLE
measure
Title Title
Measure Measure
Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text
Title Title
Measure Measure
* Footnote 864
Source:Source
Unit of measure Title (Measure)
Title (Measure)
Title
Measure
Title (Measure)
Title (Measure)
* Footnote 865
Source:Source
Title (Measure) Text Text Text Text Text Text
Title (Measure)

Title (Measure)
Title (Measure)
Title (Measure)
Text Text Text Text Text Text Title (Measure) Text Text Text Text Text Text
Title (Measure)

Title (Measure)

* Footnote 866
Source:Source
ROICPercent
TREE ANALYSIS Title
Title Title Title
Title Title
Title
Title
Title Title
Title
Title
Title Title Title
Title Title
867
EXHIBIT
Unit of TITLE
measure
Text Text
100%= 000 000 000 000 000 100%= 000 000 000 000 000
Series Series
Series Series
Series Series
Series Series
1 2 3 4 5 1 2 3 4 5
* Footnote 868
Source: Source
EXHIBIT
Unit of TITLE
measure
Text Text Text
100%= 000 000 000 000 000 100%= 000 000 000 000 000 100%= 000 000 000 000 000
Series Series Series
Label Label Label Label Label Label Label Label Label Label Label Label Label Label Label
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
* Footnote 869
Source:Source
EXHIBIT
Unit of TITLE
measure
Title Title
Measure Measure
100%= 000 000 000 000 000 000 000 000 100%= 000 000 000 000 000 000 000 000
Series Series
Series Series
Series Series
Series Series
Title Title
Measure Measure
100%= 000 000 000 000 000 000 000 000 100%= 000 000 000 000 000 000 000 000
Series Series
Series Series
Series Series
Series Series
* Footnote 870
Source:Source
Unit of measure
Title Title
Measure Measure
100% = xxxx 100% = xxxx
Label 4 Label 4
Label 3 Label 3
Label 5 Label 5
Label 2 Label 2
Label 1 Label 1
* Footnote 871
Source: Source
Unit of measure
Title Title Title

100% = xxxx 100% = xxxx 100% = xxxx

* Footnote 872
Source: Source
Unit of measure
Title Title
Measure Measure
100% = xxxx 100% = xxxx

Label 4 Label 4
Label 3 Label 3
Label 5 Label 5
Label 2 Label 2
Label 1 Label 1
Title Title
Measure Measure
100% = xxxx 100% = xxxx

Label 4 Label 4
Label 3 Label 3
Label 5 Label 5
Label 2 Label 2
Label 1 Label 1
* Footnote 873
Source:Source
Unit of measure
Title Title
Measure Measure
* Footnote 874
Source: Source
Unit of measure
Title Title Title

* Footnote 875
Source:Source
Unit of measure
Title Title
Measure Measure
Title Title
Measure Measure
* Footnote 876
Source:Source
Unit of measure
Title
Measure
Text
Title
Measure
* Footnote 877
Source:Source
Unit of measure
Title
Measure
Title
Measure
Title
Measure
Title
Measure
* Footnote 878
Source:Source
Title (Measure)
Title
Measure
Title (Measure)
Title (Measure)
* Footnote 879
Source:Source

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