275 presentation chart and diagram templates [compatibility mode]
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275 Presentation Chart and Diagram Templates [Compatibility Mode]Download at www.gazhoo.comTRANSCRIPT
charts, diagrams,charts, diagrams, and tables
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Ctg 2007
2X2 CUBED (3D)Unit of measure
Text TextTe
xtTe
xt
Text Text
Text Text
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2X2 TOWERUnit of measure
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5PS MARKETINGUnit of measure
Product offering
Place PriceProduct Package Positioning g gpromotion
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7SUnit of measure
Style
Strategy Skills
Shared values
SystemsStaff
Structure
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LEVEL SEPARATE 4Unit of measure
Text
Text
Text
Text
Text
Text
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ARROW 3DUnit of measure
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CUBES1 3DUnit of measure
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CUBES2 3DUnit of measure
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CUBES3 3DUnit of measure
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CUTOUT 3DUnit of measure
Text
Text Text
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FORCES AT WORKUnit of measure
New entrant
Suppliers Industrycompetitors Buyers
Substitutes
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JOINTUnit of measure
Text Text
Text Text
TextText Text
Text Text
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LINEAR A 3DUnit of measure
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LINEAR B 3DUnit of measure
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LINEAR C 3DUnit of measure
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LINEAR D 3DUnit of measure
TextText
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LINEAR E 3DUnit of measure
Text Text Text Text
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LINEAR G 3DUnit of measure
TextText Text
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LINEAR I 3DUnit of measure
Text Text
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LINEAR J 3DUnit of measure
TextText
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LINEAR N 3DUnit of measure
Text Text Text Text
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LINEAR P 3DUnit of measure
Text
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LINEAR Q 3DUnit of measure
Text Text
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LINEAR Q 3DUnit of measure
Text Text
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LINKS 3 (3D)Unit of measure
Plan SupportPlanImplement
Support
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PROPELLER 3DUnit of measure
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RINGS 3DUnit of measure
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SCALEUnit of measure
Text
Text
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SCALESUnit of measure
Text
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SIZES INUnit of measure
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Text
Text
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TextText
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SPIRAL 3DUnit of measure
Text Text Text Text Text
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SPIRAL1 3DUnit of measure
TextTextText
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SPIRAL1 3D DarkUnit of measure
TextTextText
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SPIRAL 2 3DUnit of measure
T tText
TextText
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SPIRAL 3 3DUnit of measure
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SPIRAL 4 3DUnit of measure
Brakes
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SPIRAL2 3DUnit of measure
Tube in tube
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SPIRAL 6 3DUnit of measure
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SPOTLIGHTUnit of measure
Text Text
Text Text
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STAIRCASE 3DUnit of measure
Text
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STARS 3DUnit of measure
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WIRE CUBESUnit of measure
Text
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ARROWSUnit of measure
Text
Text Text
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Text Text
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LEVEL 1Unit of measure
Text
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LEVEL 2Unit of measure
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LEVEL 3Unit of measure
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LEVEL 4Unit of measure
Text
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TextText
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LEVEL 5Unit of measure
Text
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TextText
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LEVEL 6Unit of measure
Text
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TextText
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FLOW 2Unit of measure
Header Header
Text Text
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FLOW 2 TITLEUnit of measure
Header Header
Text Text Text
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FLOW 3Unit of measure
Header Header Header
Text Text Text
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FLOW 3 TITLEUnit of measure
Header Header Header
Text Text Text Text
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FLOW 4Unit of measure
Header Header Header Header
Text Text Text Text
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FLOW 4 TITLEUnit of measure
Header Header Header Header
Text Text Text Text Text
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FLOW 5Unit of measure
Header Header Header Header Header
Text Text Text Text Text
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FLOW 5 TITLEUnit of measure
Header Header Header Header Header
Text Text Text Text Text Text
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FLOW 6Unit of measure
Header Header Header Header Header Header
Text Text Text Text Text Text
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FLOW 6 TITLEUnit of measure
Header Header Header Header Header Header
Text Text Text Text Text Text Text
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BLADESUnit of measure
Text
TextText
TextTe
xtT
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BOXUnit of measure
Text Text
TextText
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BOX 2Unit of measure
Text Text
Text Text
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CYCLE 2Unit of measure
• Text • Text
Text Text
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CYCLE 3Unit of measure
• T t• Text
Text
• Text
TextText
• Text
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CYCLE 4Unit of measure
• Text• Text
TextTextText
Text
Text• Text• Text
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CYCLE 5Unit of measure
• Text• Text
TextText
Text
• Text
• Text
Text
Text
• Text
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CYCLE 6Unit of measure
• Text• Text
TextText
T t T t
TextText
• Text • Text
TextText
• Text
• Text
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CYCLE ARROW 1Unit of measure
Text
Text
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CYCLE ARROW 2Unit of measure
Text Text
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CYCLE ARROW 3Unit of measure
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CYCLE ARROW 4Unit of measure
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CYCLE ARROW 5Unit of measure
TextText
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CYCLE ARROW 6Unit of measure
TextText
TextText
TextText
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CYCLE ARROW 7Unit of measure
Text Text
TextText
TextText
Text
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CYCLE ARROW 8Unit of measure
Text
Text
Text Text
TextText
TextText
T t
Text
TextText
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INCOMINGUnit of measure
TextText
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Text
TextText
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RIBBONUnit of measure
T tText
Text
Text
Text
Text
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RINGUnit of measure
Text Text
Text
TextText
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UPON 2Unit of measure
Text
Text
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CONTINUOUSUnit of measure
Text Text
TextText TextText
Text
Text Text Text
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CUTOUTUnit of measure
TextText
Text Text
Text
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LINEAR AUnit of measure
Text
Text
Text
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LINEAR BUnit of measure
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TextText
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LINEAR CUnit of measure
TextText
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LINEAR DUnit of measure
Text
TextText
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LINEAR EUnit of measure
Text Text Text Text
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LINEAR FUnit of measure
Text
T tText
Text
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LINEAR GUnit of measure
TextText
Text
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LINEAR HUnit of measure
Text
Text Text
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LINEAR IUnit of measure
Text Text
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LINEAR JUnit of measure
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Text
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Text
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LINEAR KUnit of measure
Text
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TextText
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LINEAR NUnit of measure
Text Text Text TextText Text Text Text
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LINEAR PUnit of measure
Text
Text
Text
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LINEAR QUnit of measure
Text Text
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PROPELLERUnit of measure
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STEP 5Unit of measure
Text
TextText
T tt Text
Text
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2 ON 1Unit of measure
TextText
Text
Text
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AGAINSTUnit of measure
Text
Text
Text
T tText
Text
TextText
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AT WORKUnit of measure
Text
Text Text Text
T t
100
Text
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COUPLED HORIZUnit of measure
Text Text
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COUPLED VERTUnit of measure
TextText
Text
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FOCUSEDUnit of measure
Text Text
Text Text
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FORCES AT WORKUnit of measure
New entrant
Suppliers Industry competitors Buyers
Substitutes
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PARALLELUnit of measure
Text
Text
Text
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SPLITUnit of measure
Text
TextText
Text
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SURROUNDUnit of measure
Text
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TWISTEDUnit of measure
Text
Text
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UP & AWAYUnit of measure
Text Text
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UP & DOWNUnit of measure
Text
Text
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Ctg 2007
2S-5SUnit of measure
The people in the organization, consideredin terms of corporate demographics, not individual personalities
The way managerscollectively behave
ith t t
The processes and procedures through which things get donefrom day to day
A coherent set
Staff
Systems Style with respect to useof time, attention,and symbolic actions
of actions aimedat gaining asustainableadvantage over competition
Systems Style
Sh d
SkillsStrategy
Those ideas of what i i h d d i bl
Capabilitiespossessed bythe organizationas a whole asdistinct from the
SharedValuesStructure
The organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated
is right and desirable (in corporate and/or individual behavior) which are typical of the organization and common to most of its members
distinct from theindividuals. Some companies perform extraordinaryfeats withordinary people
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both divided up and integrated
* FootnoteSource: Source
Ctg 2007
3CS TRIANGLEUnit of measure
Customer
Distributors
Clients Competitors
Suppliers
112* Footnote
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Ctg 2007
3S-4SUnit of measure
The organization chart andaccompanying baggage that showwho reports to whom and how tasks are both divided up and integrated
Structure
A coherent set ofactions aimed at gaining a sustainable advantageover competition
The people in the organization,considered interms of corporate
Skill
Strategy
S ff
terms of corporatedemographics, notindividual personalities Capabilities
possessed bythe organizationas a whole asdi ti t f Skills
Sharedvalues
Staff Style
The way managers collectively behave
distinct fromthe individuals.Some companiesperform extraordinaryfeats with ordinary people
Systems
The way managers collectively behave with respect to use of time, attention and symbolic actions
The processes and procedures
Those ideas of what is rightand desirable (in corporateand/or individual behavior)which are typical of the
i ti d
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The processes and proceduresthrough which things get donefrom day-to-day
organization and commonto most of its members
* FootnoteSource: Source
Ctg 2007
7SUnit of measure
The way managers collectively behave with respect to use of time, attention and symbolic actions
Capabilities possessed by the organization as a whole as distinct from
Style
actionsthe individuals. Some companies perform extraordinary feats with ordinary people
A coherent set of actions aimed at gaining a sustainable advantage over competition
Strategy Skills
Shared values
Those ideas of what is right and desirable (in corporate and/or individual behavior)which are typical of theorganization and common
Structure
Staff Systemsorganization and commonto most of its members
The processes and andThe people in theorganization, considered in Structure The processes and and
procedures through which things get donefrom day-to-day
The organization chart and accompanying baggage that show
g ,terms of corporate demographics, notindividual personalities
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accompanying baggage that showwho reports to whom and how tasks are both divided up and integrated
* FootnoteSource: Source
Ctg 2007
BUSS PORTFOLIOUnit of measure
Hig
h
ositi
on
mH
mpe
titiv
e po
Med
ium
Com
Low
L
Low Medium High
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Product/market attractiveness* Footnote
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Ctg 2007
CHANGE BOARDUnit of measure
Change Commitment Capability
vision
Chief
Conviction Courage Individual activity
Enabling devices
Executive
Leadership groupsgroups
Down the lineline
External constitution
116* Footnote
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Ctg 2007
• Flow of 2-way communicationsP l ’ d t di b li f
• Accurate measurement
DELTA PUnit of measure
• People’s understanding, belief and contribution to act on vision and action plans
of action and results• Clear accountabilities• Early wins
PerformanceMeasurement Communications
• Implementation ornear implementationof required structureand systems
Visible demonstrationof new vision andvalues by clientleadership
PPVision andLeadership
OrganizationalInfrastructure
Measurementp
Delta PDelta PLeadership Infrastructure
PeopleDevelopment
Problem SolvingP • Client managers
• Action plans sufficient to achieve goals DevelopmentProcess Client managers
(particularly middle management) haveskill to lead programimplementation
achieve goals• Agreement on objectives
by line management• Management of high-
involvement process
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implementation• Change in actual
behavior
involvement process
* FootnoteSource: Source
Ctg 2007
MACSUnit of measure
• Industry attractiveness• Competitive position• Restructuring/rationalization opportunities
LowMedium
Value-creation potential in business unit
Hightu
ral
wne
r
act v
alue
Low Medium High
• Corporatecenter skills
Retain andgive toppriority
Retain andgive priority
Retain andmanage forcode or
Na ow
ility
to e
xtra
• Business unit linkages
T ti / he
p yliquidate
Probablydi t
Divest Divest orli id t
Rel
ativ
e ab• Taxation/
valuationdifferences
“One
of t
pack
” divest liquidate
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R
* FootnoteSource: Source
Ctg 2007
MANUFACTURING STRATEGYUnit of measure
Business Strategy
Manufacturing Strategyg gy
ConfigurationSystems
ResearchFocus
LaborPolicy
Make
Organization
ProductDesign
Makevs.BuyProcess
Design
119* Footnote
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Ctg 2007
PENTAGONUnit of measure
1
Restructuring 5 2
framework
4 3
120* Footnote
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PRICE BENEFITUnit of measure
Benefit
Competitiveadvantage
Competitivedisadvantage
Price
121* Footnote
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SMILE CHARTUnit of measure
Appraise performanceand prospects
Bottom up action programs
1 8
Developstrategy
Top downaction programs
2 7 3
R d i A h
action programs
4 6 Redesignpivotal jobs
Design the skillbuilding process
Assess changereadiness 5
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building process
* FootnoteSource: Source
Ctg 2007
STRAT GAMEBOARDUnit of measure
3.Create andCreate and
pursue a uniqueadvantage 2.
Re-segment the 4.
Exploit uniquemarket to create a
nicheadvantage
Industry-wide1.Do more andbetter of the
When tocompete
same
123* Footnote
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Ctg 2007
STRAT MANAGEUnit of measure
Stage 4
Stage 3
Stage 1 Stage 2
Strategic Externally Forecast gmanage-ment
yorientated planning
based planning
Budget planning
Meet Predict the Think Create the
Value system
budget and schedule
future strategically future
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Value system
* FootnoteSource: Source
Ctg 2007
Selling margin
TREE PRODUCTIVITYUnit of measure
Selling margin ContributionSalesEffectiveness
Contribution AvailableSelling rateSalesAvailable selling time
Contribution Available selling time
ProductivityProductivity ContributionTotal selling costs
UtilizationAvailable selling timeTotal sales time
EfficiencyAvailable selling time
Total sales time
Support leverageTotal sales timeAvailable selling time
Total selling costs
Support intensity
Total sales timeSupport costs
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pp ySupport costsTotal selling costs
* FootnoteSource: Source
Ctg 2007
VALUE CREATIONUnit of measure
RedeployImprove corebusiness
Maximize
assetsbusinessperformance
Maximizeshareholder
value
Grow
Grow throughacquisition
and/or merger
Adopt soundfinancingapproach
throughculturalinitiative
126* Footnote
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Ctg 2007
VALUE SOURCESUnit of measure
Corporate center skills
Industry restructure
Internal controller
Linkages between b i it
Shared resources
Transfer of capability
Client’s relative ability to extract value
business units Vertical integration
Differences in tax positionReal
Financial ownership fit
p
Existence of non-cases objectives
Inefficiencies in financial marketsPerceived
p Inefficiencies in financial markets
Difference in valuation technique
127* Footnote
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Ctg 2007
GANTT10Unit of measure
<##><##> <##> <##> <##> <##> <##> <##> <##> <##> <##>Header
TextText
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GANTT15Unit of measure
HeaderText
## ## ## ## ########################
Text
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VENN 2Unit of measure
Text Text
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VENN 3Unit of measure
Text Text
Text
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Ctg 2007
AREAUnit of measure
300
350
250
300
Label 1
150
200 Label 1
50
100 Label 2
0
50
1996 1997 1998 1999 2000 2001
Label 3
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1996 1997 1998 1999 2000 2001
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Ctg 2007
BARUnit of measure
50
40
Label 1
Label 2
30Label 3
20Label 4
10Label 5
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BAR 2Unit of measure
TitleUnit of measure
TitleUnit of measure
50
40
50
40
Label 1
L b l 2
Label 1
L b l 240
30
40
30
Label 2
Label 3
Label 2
Label 3
20 20Label 4 Label 4
10 10Label 5 Label 5
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Ctg 2007
BAR BUTTEDUnit of measure
4050
55Label 1
3040
50Label 2
2030
45Label 3
1025
45
30Label 4
515
30
Label 5
135
25
* FootnoteSource: Source
Ctg 2007
BAR STACKEDUnit of measure
Series Series Series
50 23 43Label 1 000
40
30
25
45
23
23
Label 2
Label 3
000
000
20 65 23Label 4 000
10 96 23Label 5 000
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Ctg 2007
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