Powerful Business Strategy Templates & Frameworks

PowerPoint Templates & Diagrams
Strategy & Transformation

Diagrams
BUSINESS STRATEGY
Critical
Core Risks to be Strategic
performance
Values avoided uncertainties
variables
Beliefs System Diagnostic Control Interactive Control

Boundary Systems
Systems Systems
This is an exclusive document to the FlevyPro community - http://flevy.com/pro

This is compilation of business framework slides and templates related to
established Strategy and Transformation models
Presentation Overview (1 of 2)
This document is a compilation of template and diagram slides of business frameworks related to
Strategy and Transformation. The following frameworks are included:
• 10 Elements of Customer Delight • Brand Asset Valuator
• 3 Strategy Horizons • Brand Development Lifecycle
• 4 Levers of Control • Branding Pentagram
• 4 Problems in Reorganizations • Competing Values Framework
• 8 Dimensions of Strategic Management • Core Competence Model
• Accenture Nonstop-Customer Experience • Customer Segmentation Formula
Model
• Customer Segmentation Methodologies
• Acquisition Integration Approaches
• Digital Transformation
• Balanced Scorecard
• Dimensions of Service Design
• BCG Experience Curve
• Disruptive Innovation
• BCG Transformation Framework
• Distinctive Capabilities
To view all FlevyPro frameworks, go here: http://flevy.com/pro/library/frameworks.
This document is an exclusive document available to FlevyPro members - http://flevy.com/pro 2

This presentation includes 70 templates that span 35 frameworks
Presentation Overview (2 of 2)
• Four Approaches to Ambidexterity • Value Differentiation

• Greiner Growth Model • Value Perception Gap
• Kano Customer Satisfaction Model
• Kepner-Tregoe Model
• McKinsey 7-S Strategy Model
• McKinsey Customer Decision Journey
• Porter’s Five Forces
• Strategic Planning & Execution Approach
• Strategy Map
• Strategy Palette
• Structure-Conduct-Performance
• Transformation Trajectories
To view all FlevyPro frameworks, go here: http://flevy.com/pro/library/frameworks.

Want to achieve Excellence in Strategy?
Become your organization’s resident expert on Strategy Development and

Execution by leveraging our best practice frameworks.
Our frameworks are based on the thought leadership of leading consulting firms, academics, and
recognized subject matter experts.
Learn implementation approaches to directly link core concepts to execution.
"Strategy without Tactics is the slowest route to victory.

Strategy Development Stream Tactics without Strategy is the noise before defeat." - Sun Tzu
https://flevy.com/browse/stream/strategy-development
For effective Strategic Planning, we must master both
Strategy and Tactics. Our frameworks cover all phases of
Strategy, from Strategy Design and Formulation to Strategy
Click Here Deployment and Execution; as well as all levels of Strategy,
from Corporate Strategy to Business Strategy to "Tactical"
Strategy.

Want to achieve Excellence in Business Transformation?
Become your organization’s resident expert on

Business Transformation by leveraging our best
practice frameworks.
Our frameworks are based on the thought leadership of
leading consulting firms, academics, and recognized subject
matter experts.
Learn implementation approaches to directly link core
concepts to execution.
"If you don't transform your company, you're stuck."

Business Transformation Stream
Business Transformation is pervasive across industries,
https://flevy.com/browse/stream/transformation
especially during periods of disruption (e.g. COVID-19).
However, despite how common these large scale efforts are,
research shows that about 75% of these initiatives fail.
Click Here Leverage our frameworks to increase your chances of a
successful Transformation by following best practices and
avoiding failure-causing "Transformation Traps."

Insert headline
10 Elements of Customer Delight – TEMPLATE
Empathy Execution
Expecta- Engine-
tion ering
CUSTOMER- PROVIDER-
CENTRIC Emotion
CUSTOMER CENTRIC
Economics
ELEMENTS DELIGHT ELEMENTS
Elegance Experi-
mentation
Engage- Equiva-
ment lence
Source material: Service Design and Delivery

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

Insert headline
10 Elements of Customer Delight – TEMPLATE ALTERNATE
Empathy Execution
Expecta- Engine-
tion ering
 Filler text, filler text, filler
text, filler text
Emotion CUSTOMER Economics
text, filler text
DELIGHT  Filler text, filler text, filler
text, filler text
text, filler text
Elegance Experi-
mentation
Customer-centric
Elements Engage- Equiva-
ment lence
Provider-centric
Elements


Insert headline
3 Strategy Horizons – TEMPLATE
SHORT TERM HORIZON MEDIUM TERM HORIZON LONG TERM HORIZON
1 year 3-5 years 5+ years
time
Source material: Best Practices in Strategic Planning

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

Insert headline
4 Levers of Control – TEMPLATE
BELIEFS SYSTEMS BOUNDARY SYSTEMS
Risks to be
Core Values
avoided
Business
strategy
Critical
Strategic
performance
uncertainties
variables
INTERACTIVE DIAGNOSTIC
CONTROL SYSTEMS CONTROL SYSTEMS
Source material: 4 Levers of Control

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

Insert headline
4 Levers of Control – TEMPLATE ALTERNATE
BELIEFS SYSTEMS BOUNDARY SYSTEMS
Core Risks to be
Values avoided
Business
strategy
Strategic Critical
uncertain- performance
ties variables
INTERACTIVE DIAGNOSTIC CONTROL

CONTROL SYSTEMS SYSTEMS


Insert headline
4 Levers of Control – TEMPLATE ALTERNATE
BUSINESS STRATEGY
Critical
Core Risks to Strategic
performance
Values be avoided uncertainties
variables
Beliefs System Boundary Diagnostic Interactive Control

Systems Control Systems Systems


Insert headline
4 Problems in Reorganizations – TEMPLATE
1
Customer •Filler text, filler text, filler text, filler

text
Value
Proposition •Filler text, filler text, filler text, filler
text
•Filler text, filler text, filler text, filler
Employee text
Roles and
4 Value
Goals
2 •Filler text, filler text, filler text, filler
Exchange 3 text
Operating
Model
Source material: Reorganization – New Organization Effectiveness

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

Insert headline
4 Problems in Reorganizations – TEMPLATE ALTERNATE
1 2 3 4
CUSTOMER VALUE EMPLOYEE VALUE
ROLES AND GOALS OPERATING MODEL
PROPOSITION EXCHANGE
• Filler text, filler text, filler •Filler text, filler text, filler •Filler text, filler text, filler •Filler text, filler text, filler
text, filler text text, filler text text, filler text text, filler text


Insert headline
4 Problems in Reorganizations – TEMPLATE ALTERNATE
CUSTOMER
1 VALUE The new organization must have a clearly defined and compelling Customer Value Proposition—one that is
recognized by its customers. Otherwise, the organization will be a target for any future consolidation. It will
PROPOSITION also struggle to justify its budget within the broader organization
ROLES AND After a reorganization, it often becomes unclear what each group is responsible for. Likewise, it is unclear
2 GOALS
how the new business units align and their individual goals are. Until roles and goals for each group are
clearly defined, duplication of effort and initiatives will occur, causing inefficiencies and be a potential source
of political conflict
OPERATING A reorganization may cause the Operating Model to become dysfunctional. The decision-making process is
3 MODEL
uncertain, resulting in too many meetings with the incorrect stakeholders involved and the lines of
communication are incorrectly defined. This leads to frustration within the company and frustration with
dealing with the newly reorganized company from those outside the organization
EMPLOYEE Having an uncertain Employee Value Exchange negatively affects the organization from resulting behavior
4 VALUE from both top and low performers. The top performers may look for new jobs, since they feel the required
EXCHANGE level of performance and rewards process are unclear. The low performers are easily hidden and protected
in such an organization


Insert headline
8 Dimensions of Strategic Management – TEMPLATE
Performance
1 Leadership
Measurement 5
Performance
2 Culture and Values
Management 6
STRATEGIC
MANAGEMENT
Strategic Thinking Process
3 and Planning Improvement 7
Sustainability of
4 Strategic Alignment Strategic Management 8
Source material: Strategic Management Maturity Model (SMMM)

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

Insert headline
Accenture Nonstop-Customer Experience Model – TEMPLATE
Discover Purchase
Promise Evaluate Delivery
Consider Use
Source material: Customer Experience

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

Insert Headline
Elements to an Acquisition – TEMPLATE
• Filler text, filler text, filler text,

Type of Type of filler text
Acquisition Synergy • Filler text, filler text, filler text,
filler text
filler text
Degree of
Integration
Source material: Acquisition Integration Approaches

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

Insert Headline
Acquisition Integration Approaches – TEMPLATE
HIGH
PRESERVATION SYMBIOSIS
Need for
Organizational
Autonomy
HOLDING ABSORPTION
LOW
LOW HIGH
Need for
Strategic Interdependence
Source material: Acquisition Integration Approaches

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

Insert Headline
Acquisition Integration Approaches – TEMPLATE ALTERNATE
HIGH

PRESERVATION SYMBIOSIS filler text
filler text
Need for • Filler text, filler text, filler text,

Organizational filler text
Autonomy
HOLDING ABSORPTION
LOW
LOW HIGH
Need for
Strategic Interdependence

Insert headline
Balanced Scorecard (4 Perspectives) – TEMPLATE
Finance
What do we want to
achieve in finance?
et
rg
ta
Ta I gic
it y
KP a t e
ti v
Agcet
r
St
r
Learning & Development Customers
How can we remain How can we satisfy our
flexible and able to customers’ needs?
improve?
et
rg
Strategy
et
ta
Ta I targ
Ta I gic
and Vision
ity
KP ate
Ac get
K P a t.
i ty
ti v
Ac get
r
r
tiv
St
St
r
Internal Processes
In which processes do we
need to excel?
et
rg
ta
I gic
KP at e
ity et
tiv arg
r
St
Ac T

Insert headline
Balanced Scorecard (4 Perspectives) – TEMPLATE ALTERNATE
Finance Perspective
How do the investors appraise our

present position?
 …
Customer Perspective  … Internal Process Perspective
How do our customers appraise How well do we satisfy our

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

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

Insert headline
Balanced Scorecard (4 Perspectives) – TEMPLATE ALTERNATE
Vision …
Financial Perspective
• …
• If we are successful, how do

out shareholders know? …
Customer Perspective
• …
• How should I see the customer

to achieve the vision? …
Internal Perspective
• …
• Which processes do I need to …

optimize to satisfy the
customers?
Learning and Development

• …
• How should I enhance my …

organization to achieve the
vision?

Insert headline
Balanced Scorecard (Linking 4 Perspectives) – TEMPLATE
(+) FINANCIAL
Return on
(–) Accounts Capital Employed
Receivable
CUSTOMER Operating
Expense (–)
Customer
Satisfaction
(+)
INTERNAL
BUSINESS
PROCESSES
(+) Rework
LEARNING
AND GROWTH
Employees’ (–)
Suggestions
Employees’
Morale (+)
Source: Using the Balanced Scorecard as a Strategic Management System, Kaplan and Norton (2005)

Insert headline
Balanced Scorecard – TEMPLATE
Pres. Year Pres. Year Extrapol. Ongoing

Frequency Comp. 2005 2006
Perspective Strategic Objective KPI Weighting 2005 2005 Ex- in % of in % of
of Survey Year 2004 Target Target
Ongoing trapolated Target Target
Finance … … ... … … … … … … …% …%
Customers … … ... … … … … … … …% …%
Internal
… … ... … … … … … … …% …%
processes
Learning and
… … ... … … … … … … …% …%
development
Total 100% …%
Target
achievement
…%
y yearly
hytwice a year
qquarterly
mmonthly

Insert headline
Balanced Scorecard (Personal Scorecard) – TEMPLATE
CORPORATE OBJECTIVES
 Double our corporate value in 5 years Name:
 Increase our earnings by an average or 20% per year Location:

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

Insert headline
BCG Experience Curve – TEMPLATE
• Filler text, filler text,

filler text, filler text
Marginal cost
n
r at io
e
g en
u ct Experience at fulfilling demand
od
Cumulative Volume Pr Experience at shaping demand
Source material: BCG Experience Curve

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

Insert headline
BCG Experience Curve – TEMPLATE ALTERNATE
• Filler text, filler text, filler

text, filler text
Marginal cost
text, filler text

text, filler text
ra tion
e ne
Cumulative Volume u ct g
P r od
Experience at fulfilling demand Experience at shaping demand


Insert headline
BCG Experience Curve – TEMPLATE ALTERNATE

text, filler text
text, filler text
text, filler text
Marginal cost
ti on
e n era
t g
duc
Pr o
Cumulative Volume
Experience at fulfilling demand Experience at shaping demand


Insert headline
BCG Transformation Framework Approach – TEMPLATE
Prepare and
Define the Energize the Drive the
Launch the
Ambition Organization Transformation
Transformation
100 days
First weeks First 100 days First 18 months
before starting
Source material: BCG Transformation Framework for new CEOs

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

Insert headline
Brand Asset Valuator (Pillars) – TEMPLATE
BRAND VALUE
1 2 3 4
DIFFERENTIATION RELEVANCE ESTEEM KNOWLEDGE
BRAND STRENGTH BRAND STATURE

Insert headline
Brand Asset Valuator (Pillars Rating) – TEMPLATE
100%
1 2 3 4
• Filler text
DIFFERENTIATION

text, filler text
KNOWLEDGE
RELEVANCE
text, filler text

ESTEEM
Source material: Brand Asset Valuator (BAV)

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

Insert headline
Brand Development Lifecycle (Power Grid) – TEMPLATE
NICHE & UNREALIZED LEADERSHIP

(Differentiation and Relevance) POTENTIAL
Brand Strength
DECLINING
NEW/
UNFOCUSED ERODING
Brand Stature
(Esteem and Knowledge)
Insert headline
Branding Pentagram Model – TEMPLATE
Principles of
Branding
• Filler text, filler text, filler text, filler

Consistency text
Positioning in Brand • Filler text, filler text, filler text, filler
Carriers text
text
text
Embedding Planning and

the Brand Control Cycle
Source material: Branding Pentagram Model

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

Insert headline
Branding Pentagram Model – TEMPLATE ALTERNATE
Principles of
Branding
Consistency
Positioning in Brand
Carriers



Insert headline
Branding Pentagram Model – TEMPLATE ALTERNATE
Principles of
Branding
Consistency
Positioning in Brand
Carriers



Insert headline
Competing Values Framework – TEMPLATE
FLEXIBLE
HUMAN RELATIONS OPEN SYSTEM

MODEL MODEL
EXTERNAL
INTERNAL
INTERNAL RATIONAL
PROCESS MODEL GOAL MODEL
FOCUSED

Insert headline
Competing Values Framework – TEMPLATE ALTERNATE
INDIVIDUAL
FLEXIBILITY
HUMAN RELATIONS OPEN SYSTEM

MODEL MODEL
INTERNAL EXTERNAL
MAINTENANCE POSITIONING
INTERNAL RATIONAL
PROCESS MODEL GOAL MODEL
INCREMENTAL
CHANGE

Insert headline
Competing Values Framework – TEMPLATE ALTERNATE
HUMAN OPEN INTERNAL RATIONAL

RELATIONS SYSTEM PROCESS GOAL
MODEL MODEL MODEL MODEL
 Insert filler text, filler text,  Insert filler text, filler text,  Insert filler text, filler text,  Insert filler text, filler text,
filler text, filler text, filler filler text, filler text, filler filler text, filler text, filler filler text, filler text, filler
text text text text
 Insert filler text, filler text,  Insert filler text, filler text,  Insert filler text, filler text,  Insert filler text, filler text,
filler text filler text filler text filler text
 Insert filler text, filler text  Insert filler text, filler text  Insert filler text, filler text  Insert filler text, filler text
Filler text Filler text Filler text Filler text
Source material: Competing Values Framework

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

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

1 2 3 4
Core Product 2
Core Product 1
Competence Competence Competence Competence

1 2 3 4
Source material: Core Competence Model

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

Insert headline
Core Competence Model (4 Dimensions) – TEMPLATE
SKILLS &
KNOWLEDGE BASE
VALUES &
NORMS
TECHNICAL MANAGERIAL
SYSTEMS SYSTEMS
Source: Core Capabilities and Core Rigidities, Leonard-Barton, Strategic Management Journal, 1992

Insert headline
Core Competence Model (Core Rigidities) – TEMPLATE
Core
Competenc
e
Core
Rigidity
time
Source material: Core Competence Model

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

Insert headline
Customer Segmentation Formula – TEMPLATE
Customer
Needs + Customer
Behavior + Customer
Demographics = Customer
Segmentation
Filler text Filler text Filler text Filler text
Source material: Market and Customer Segmentation

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

Insert headline
Customer Segmentation (Tactical Methodologies) – TEMPLATE
TACTICAL CUSTOMER
SEGMENTATION METHODOLOGIES
High
Needs-based

text, filler text
Behavioral • Filler text, filler text, filler
text, filler text
Potential • Filler text, filler text, filler
Value
text, filler text
Creation
Values-based • Filler text, filler text, filler
text, filler text
Demographic
Low
Low High
Customer Insight

Insert headline
Digital Transformation – TEMPLATE
DIGITAL TRANSFORMATION
GROWTH DRIVERS OPERATIONAL IMPROVEMENT

Demand Generation Reach & Selection Customer Purchase Process Customer Experience Process Efficiency Asset Utilization New Business Models
1 2 3 4 5 6 7 8
Customer New
Demand Reach & Customer Process Asset
Purchase Agility Business
Generation Selection Experience Efficiency Utilization
Process Models
Business Driver Levers Business Enabler Levers
Source material: Digital Transformation Strategy Primer

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

Insert headline
Dimensions of Service Design – TEMPLATE
Technical
Excellence GREAT
SERVICE
 Filler text, filler text, filler text,
DESIGN filler text
filler text
filler text
filler text
Customer Experience


Insert headline
Disruptive Innovation – TEMPLATE
LEGEND
Y FOR END O
F Product Performance
R S W ILL PA HIGH RKET Trajectories (how products
E
USTOM A
THE M FITABLE
RM A NCE C O
improve over time)
PERFO Y MOST
PR
T OR Customer Demand Trajectories
EC (customers’ willingness to pay
Product Performance
RAJ performance)
T
I NG
IN A M
TA STRE
SU
S MAIN
T ’S Y
B EN T OR
M EC
CU AJ
IN T R
I VE
T
RUP
S
DI F
’S END O
N T LOW RKET
T RA A
THE M FITABLE
EN T PR O
LEAS
time
Source material: Disruptive Innovation Primer

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

Insert headline
Disruptive Innovation (4 Elements of Disruptive Elements) – TEMPLATE
4
Incumbents flounder as
1 a result of the
disruption
Incumbents improving
along a trajectory of
sustainable innovation
Product Performance
DS
ER NEE
CUSTOM
3
2 Incumbents have the
capability to respond but
Sustaining fail to exploit it
innovation
overshoots
customer needs
time
Source material: Disruptive Innovation Primer

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

Insert headline
Distinctive Capabilities – TEMPLATE
It is a structure of This includes customer's

relational contacts own experience, quality
within or around the signals, guarantee, word
organization with of mouth spreading,
AR
customers, suppliers CH
IT T ION warranty, association
EC A
and with employees TU PUT with other brands and
RE RE staking the reputation,
once it is established
INNOVATION Innovation can lead to

competitive advantage
and thus can prove to be
a harbinger of success
Source material: Distinctive Capabilities Framework

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

Insert headline
Distinctive Capabilities – TEMPLATE ALTERNATIVE

Architecture Reputation
customers, suppliers warranty, association
and with employees with other brands and
DISTINCTIVE staking the reputation,
CAPABILITIES once it is established
Innovation can lead to

Innovation competitive advantage


Insert headline
Distinctive Capabilities – TEMPLATE ALTERNATIVE

customers, suppliers ARCHITECTURE REPUTATION warranty, association
and with employees with other brands and
staking the reputation,
Distinctive once it is established
capabilities
INNOVATION Innovation can lead to

competitive advantage


Insert headline
Four Approaches to Ambidexterity – TEMPLATE
Separate units External Source styles externally

that require ecosystem
different styles
Self-
Separation Organizing
Diversity
Empower individuals to choose

the appropriate styles
Static Switching
Intentionally manage switching
between styles
Dynamism

Source: Ambidexterity: The Art of Thriving in Complex Environments, BCG, 2013

Insert headline
Greiner Growth Model – TEMPLATE Evolution Revolution
Stage 1 Stage 2 Stage 3 Stage 4 Stage 5

Growth Coordination &
Creativity Direction Delegation Collaboration
through Monitoring
Large Crisis of internal
growth
Crisis of Red tape
Crisis of Control
Crisis of
Size of Autonomy
organization Crisis of
leadership
Small
Youn Mature
g
Age of the organization
Source material: Greiner Growth Model

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

Insert headline
Greiner Growth Model – TEMPLATE ALTERNATE Evolution Revolution
Stage 1 Stage 2 Stage 3 Stage 4 Stage 5
Growth Coordination &

Creativity Direction Delegation Collaboration
through Monitoring
Large Crisis of internal
growth
Crisis of Red tape
Crisis of Control
Crisis of
Size of Autonomy
Organization Crisis of
leadership
Small
Youn Mature
g Age of the Organization
Source material: Greiner Growth Model

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

Insert headline
Kano Customer Satisfaction Model – TEMPLATE
Satisfaction
Attractive

Performance filler text
Functionality filler text
Indifferent filler text
filler text
Must-Be
Source material: Kano Customer Satisfaction Model

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

Insert headline
Kepner-Tregoe Model (4 Rational Processes) – TEMPLATE
POTENTIAL
DECISION PROBLEM
ANALYSIS ANALYSIS
SITUATION
ANALYSIS
PROBLEM
ANALYSIS
Source material: Kepner-Tregoe Model

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

Insert headline
4 Rational Processes – TEMPLATE
POTENTIAL
DECISION PROBLEM
ANALYSIS ANALYSIS
SITUATION • Filler text, filler text, filler text, filler
text
ANALYSIS
text
text
PROBLEM • Filler text, filler text, filler text, filler
ANALYSIS text


Insert headline
Kepner-Tregoe Matrix – TEMPLATE
Identify
Assess
likely
risks
causes
Evaluate Make Identify Take
potential preventiv
alternatives decision
problems e action
POTENTIAL Plan
Clarify DECISION contingent
PROBLEM
purpose ANALYSIS action
ANALYSIS
State Set triggers
SITUATION
decision APPRAISAL
PROBLEM
ANALYSIS
Think
Describe
beyond the
problem
fix
Confirm Identify
true possible
cause causes
Evaluate
possible
causes


Insert headline
McKinsey 7-S Strategy Model – TEMPLATE
Structure
Strategy Systems
Shared
Values
Skills Style
Staff
Source material: 8 Attributes of Management Excellence

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

Insert headline
McKinsey Customer Decision Journey
2 Active Evaluation
1
3
Initial
Moment of
Consideration
Purchase
Set
4
Post-purchase Experience
Ongoing exposure
Source material: Consumer Decision Journey

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

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

Initial
1 Recommendations Awareness
Consideration
Product Launches
Active
2
Evaluation
Targeted Deals and

Moment of
3 Offers
Purchase
Customer Service Fostering Customer Input

Post-purchase Communities
4
Experience
Brand Advocacy
Continuation
of Evaluation
Source: Demystifying Social Media, McKinsey & Co., 2012

Insert headline
Porter's Five Forces – TEMPLATE
Threat of New
Entrants
• Insert filler text, filler

text, filler text, filler
Supplier Power Internal Rivalry Buyer Power text.
text.
text.
Threat of
Substitution
Source Material: Porter’s Five Forces

https://flevy.com/browse/flevypro/strategy-classics-porters-five-forces-4051
Source: How Competitive Forces Shape Strategy, Porter, Harvard Business Review, 1979

Insert headline
Porter's Five Forces (Details) – TEMPLATE
 Time and cost of
entry
Threat of New Entrants
 Specialist knowledge
 Economies of scale
 Cost advantages
 Technology
protection
 Barriers to entry
Supplier Power Internal Rivalry Buyer Power
 Number of suppliers  Number of  Other differences  Number of customers

 Size of suppliers competitors  Switching costs  Size of each order
 Uniqueness of service  Quality  Customer loyalty  Differences between competitors
 Your ability to differences  Price sensitivity
substitute  Ability to substitute
 Coat of changing  Cost of changing
Threat of Substitution
 Substitute performance
 Cost of change

Source: How Competitive Forces Shape Strategy, Porter, Harvard Business Review, 1979

Insert headline
Porter's Five Forces (Industry Attractiveness Scoring) – TEMPLATE
Industry Attractiveness
Current State Future State
low middle high low middle high
Entry barriers
Exit barriers
Rivalry of competitors
Buyers’ negotiation power
Suppliers’ negotiation power
Availability of substitution products
Authority measures
Overall assessment


Insert headline
Porter’s Five Forces (Competitive Analysis) – TEMPLATE
INDUSTRY COMPETITIVE ASSESSMENT COMPETITIVE STRATEGY
New Entrants
• Bullet point 1
• Bullet point 2
• Bullet point 3
• Bullet point 4 Competitive Advantage
Lower Cost Differentiation
Competitive Scope
Supplier Power Internal Rivalry Buyer Power Cost
Differentiation
Broad Leadership
• Bullet point 1 • Bullet point 1 • Bullet point 1
Narrow Cost Differentiation
• Bullet point 4 • Bullet point 4 • Bullet point 4 Focus Focus
Substitutes
• Bullet point 1
• Bullet point 2
• Bullet point 3
• Bullet point 4

Insert headline
Strategic Planning and Execution Approach – TEMPLATE
Planning Processes (Top Down + Bottom Up) Execution Processes
Review
CORPORATE Vision Define key Approve plans;
challenge,
and strategic allocate Communicate
consolidate,
Ambition questions; resources to the strategy
and approve Mobilize
design process support plans
high-level plans via strategic
initiatives
Align
BUSINESS Develop high- incentives
Develop Define
UNIT level plan;
detailed success
articulate
strategic plans metrics
options
Strategic Dialogue Strategic Planning Strategy Execution
Source material: Best Practices in Strategic Planning

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

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

Customer Price Quality Availability Selection Functionality Service Partnership Brand
Perspective
Product/Service Attributes Relationship Image
Operations Management Customer Management Innovation Regulatory & Social

Processes Processes Processes Processes
Process  Supply  Select Customers  Identify New Opportunities  Environment
Perspective  Produce  Acquire New Customers  Select the R&D Portfolio  Safety & Health
 Distribute  Retain Existing Customers  Design and Develop  Employment
 Manage Risk  Grow Business with  Launch  Community
Customers
Human Capital
Learning &
Growth Information Capital
Perspective
Organization Capital
Culture Leadership Alignment Teamwork
Source material: Strategy Map

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

Insert headline
Strategy Map – TEMPLATE ALTERNATE
Productivity Strategy Long-term Growth Strategy

Shareholder Value
Financial
Perspective
Structure utilization Opportunities Customer value

Customer
Price Quality Availability Selection Functionality Service Partnership Brand
Perspective
Product/Service Attributes Relationship Image
Operations Management Customer Management Innovation Regulatory & Social

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

Growth
Perspective Organization Capital

Insert headline
Strategy Map – TEMPLATE ALTERNATE
Productivity Strategy Growth Strategy
Long-term
Shareholder Value
Financial
Perspective
Structure utilization Opportunities Customer value

Customer
Price Quality Availability Selection Functionality Service Partnership Brand
Perspective
Product/Service Relationship Image
Attributes
Internal Operations Customer Management Innovation Regulatory & Social

Perspective Management Processes Processes Processes Processes
Human Capital
Learning & Information Capital

Growth
Perspective Organization Capital

Insert headline
Strategy Palette – TEMPLATE

filler text
Renewal
Unpredictability
Adaptive Shaping filler text

filler text
filler text
Classical Visionary
s s
hne
rs
Ha
Malleability
Source material: Strategy Palette Primer

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

Insert headline
Strategy Palette – TEMPLATE ALTERNATE
RENEWAL
My resources are Be Viable
severely constrained
ADAPTIVE I can’t SHAPINGE I can’t

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

I can predict it, Be Big predict it and I can Be First
but I can’t change it change it
Source material: Strategy Palette Primer

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

Insert headline
Structure-Conduct-Performance Framework – TEMPLATE
External
Conditions S tructure C onduct P erformance
Feedback
 Filler text, filler text, filler  Filler text, filler text, filler  Filler text, filler text, filler  Filler text, filler text, filler
Source material: Structure-Conduct-Performance (SCP)

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

Insert headline
Structure-Conduct-Performance Framework – TEMPLATE ALTERNATE
EXTERNAL
STRUCTURE CONDUCT PERFORMANCE
CONDITIONS
Source material: Structure-Conduct-Performance (SCP)

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

Insert headline
Transformation Trajectories – TEMPLATE
PHASE 1 PHASE 2
TSR
Time
1
Trigger Operational New Strategy, Adaptive Innovation
Turnaround Vision, or
Business Model
Source material: Two Phases of Business Transformation

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

Insert headline
Value Differentiation (Value-Differentiation Matrix) – TEMPLATE
High
TABLE STAKES
GAME
Features that are important
to customer, but CHANGERS
VALUE TO are provided by all
THE competitors at a similar level.
CUSTOMER
Does this
truly fulfill
the NEUTRALS FOOL’S GOLD
customer’s
needs? Features that are irrelevant to These are distinctive, but do
consumers. not drive true value. These
“nice-to-have” attributes alone
will not meet the customer’s
Low basic needs.
Low DIFFERENTIATION High

How unique is it from what our
competitors offers?
Source material: Customer Value Proposition

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

Insert headline
Value Differentiation – TEMPLATE
ROI
High
GAME
Game
Changers
CHANGERS
POTENTIAL
EFFECT
New
offerings
Existing
offerings
Low
Low High
CHANGE IMPACT


Insert headline
Value Perception Gap
SELLER Value Perception Gap

CUSTOMER
Value Proposition Value Perception


Want to achieve Excellence in Strategy?
Become your organization’s resident expert on Strategy Development and

Execution by leveraging our best practice frameworks.
"Strategy without Tactics is the slowest route to victory.

Strategy Development Stream Tactics without Strategy is the noise before defeat." - Sun Tzu
https://flevy.com/browse/stream/strategy-development
For effective Strategic Planning, we must master both
Strategy and Tactics. Our frameworks cover all phases of
Strategy, from Strategy Design and Formulation to Strategy
Click Here Deployment and Execution; as well as all levels of Strategy,
from Corporate Strategy to Business Strategy to "Tactical"
Strategy.

Want to achieve Excellence in Business Transformation?
Become your organization’s resident expert on

Business Transformation by leveraging our best
practice frameworks.
Our frameworks are based on the thought leadership of
leading consulting firms, academics, and recognized subject
matter experts.
Learn implementation approaches to directly link core
concepts to execution.
"If you don't transform your company, you're stuck."

Business Transformation Stream
Business Transformation is pervasive across industries,
https://flevy.com/browse/stream/transformation
especially during periods of disruption (e.g. COVID-19).
However, despite how common these large scale efforts are,
research shows that about 75% of these initiatives fail.
Click Here Leverage our frameworks to increase your chances of a
successful Transformation by following best practices and
avoiding failure-causing "Transformation Traps."

Want to achieve Performance Excellence?
Become your organization’s resident expert on Performance Management by

leveraging our best practice frameworks.
"If you can't measure it, you can't improve it."

Performance Management Stream
Having a structured and robust Strategic Performance
https://flevy.com/browse/stream/performance-
management
Management system (e.g. the Balanced Scorecard) is critical
to the sustainable success of any organization; and affects all
areas of our organization.
Click Here Our Performance Management frameworks can you help
ensure your organization's strategic and operational goals are
consistently being met in an effective and efficient manner.

Want to achieve Excellence in Organizational Design (OD)?
Become your organization’s resident expert on Organizational Design (OD) by

leveraging our best practice frameworks.
In the age of COVID-19 and Digital Transformation, there is

Organizational Design (OD) Stream an accelerating pace of strategic change driven by the
https://flevy.com/browse/stream/organizational-design disruption. Thus, OD efforts are becoming more frequent
and pervasive—with the majority of organizations having
experienced redesign within the past 3 years.
Click Here Frustratingly, only less than a quarter of these OD efforts are
successful. Most organizations lack the best practice know-
how to guide them through these Transformations
effectively.

Download 100s of similar frameworks from the
FlevyPro Library:
https://flevy.com/pro/library/frameworks

Need more frameworks? Download our Complete Business Frameworks
Reference Guide, a 350+ slide compilation of 50+ frameworks, on Flevy
The Complete Business Frameworks Reference

Guide is a best selling document on Flevy. It is 350+
slides--covering 50+ common management consulting
frameworks and methodologies. A summary is
provided for each business framework.
The frameworks in this deck span across Corporate
Strategy, Sales, Marketing, Operations, Organization,
Change Management, and Finance.
This reference guide is great for those who need a
refresher on common frameworks, as well as be
introduced and learn new useful frameworks.
You can find this document here:
http://flevy.com/browse/business-document/complete-
consulting-frameworks-toolkit-644

Flevy (www.flevy.com) is the marketplace
for premium documents. These
documents can range from Business
Frameworks to Financial Models to
PowerPoint Templates.
Flevy was founded under the principle that

companies waste a lot of time and money
recreating the same foundational business
documents. Our vision is for Flevy to Contact Us
become a comprehensive knowledge base Please contact us with any questions you may have
of business documents. All organizations, about our company.
• General Inquiries
from startups to large enterprises, can use support@flevy.com
Flevy— whether it's to jumpstart projects, to • Media/PR
press@flevy.com
find reference or comparison materials, or
• Billing
just to learn. billing@flevy.com

Powerful Business Strategy Templates & Frameworks

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Powerful Business Strategy Templates & Frameworks

Uploaded by

Copyright:

Available Formats

PowerPoint Templates & Diagrams

Strategy & Transformation

Beliefs System Diagnostic Control Interactive Control

This is an exclusive document to the FlevyPro community - http://flevy.com/pro

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

This document is an exclusive document available to FlevyPro members - http://flevy.com/pro 2

• Four Approaches to Ambidexterity • Value Differentiation

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

This document is an exclusive document available to FlevyPro members - http://flevy.com/pro 3

Become your organization’s resident expert on Strategy Development and

"Strategy without Tactics is the slowest route to victory.

This document is an exclusive document available to FlevyPro members - http://flevy.com/pro 4

Become your organization’s resident expert on

"If you don't transform your company, you're stuck."

This document is an exclusive document available to FlevyPro members - http://flevy.com/pro 5

Source material: Service Design and Delivery

This document is an exclusive document available to FlevyPro members - http://flevy.com/pro 6

Source material: Service Design and Delivery

This document is an exclusive document available to FlevyPro members - http://flevy.com/pro 7

SHORT TERM HORIZON MEDIUM TERM HORIZON LONG TERM HORIZON

1 year 3-5 years 5+ years

Source material: Best Practices in Strategic Planning

This document is an exclusive document available to FlevyPro members - http://flevy.com/pro 8

Source material: 4 Levers of Control

This document is an exclusive document available to FlevyPro members - http://flevy.com/pro 9

BELIEFS SYSTEMS BOUNDARY SYSTEMS

INTERACTIVE DIAGNOSTIC CONTROL

Source material: 4 Levers of Control

This document is an exclusive document available to FlevyPro members - http://flevy.com/pro 10

Beliefs System Boundary Diagnostic Interactive Control

Source material: 4 Levers of Control

This document is an exclusive document available to FlevyPro members - http://flevy.com/pro 11

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

Source material: Reorganization – New Organization Effectiveness

This document is an exclusive document available to FlevyPro members - http://flevy.com/pro 12

Source material: Reorganization – New Organization Effectiveness

This document is an exclusive document available to FlevyPro members - http://flevy.com/pro 13

Source material: Reorganization – New Organization Effectiveness

This document is an exclusive document available to FlevyPro members - http://flevy.com/pro 14

Source material: Strategic Management Maturity Model (SMMM)

This document is an exclusive document available to FlevyPro members - http://flevy.com/pro 15

Promise Evaluate Delivery

Source material: Customer Experience

This document is an exclusive document available to FlevyPro members - http://flevy.com/pro 16

• Filler text, filler text, filler text,

Source material: Acquisition Integration Approaches

This document is an exclusive document available to FlevyPro members - http://flevy.com/pro 17

Source material: Acquisition Integration Approaches

This document is an exclusive document available to FlevyPro members - http://flevy.com/pro 18

• Filler text, filler text, filler text,

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

This document is an exclusive document available to FlevyPro members - http://flevy.com/pro 19

This document is an exclusive document available to FlevyPro members - http://flevy.com/pro 20

How do the investors appraise our

How do our customers appraise How well do we satisfy our

Source material: Balanced Scorecard Primer

This document is an exclusive document available to FlevyPro members - http://flevy.com/pro 21

• If we are successful, how do

• How should I see the customer

• Which processes do I need to …

Learning and Development

• How should I enhance my …