Flevy 148-2

PowerPoint Templates & Diagrams
Strategy & Transformation

Diagrams (Volumes I & II)
BUSINESS STRATEGY
Critical
Core Risks to be Strategic
performance
Values avoided uncertainties
variables
Beliefs System Diagnostic Control Interactive Control

Boundary Systems
Systems Systems
Presentation created by
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
• Strategic Management Maturity Model
• Strategic Planning & Execution Approach
• Strategy Map
• Strategy Palette
• Structure-Conduct-Performance
• Transformation Trajectories
To view all FlevyPro frameworks, go here: http://flevy.com/pro/library/frameworks.

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
CUSTOMER text, filler text
Emotion Economics
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 2 •Filler text, filler text, filler text, filler
Goals
Exchange 3 text
Operating
Model
Source material: Reorganization – New Organization Effectiveness

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

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


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?
Learning & Development Customers

How can we remain How can we satisfy our
flexible and able to customers’ needs?
improve?
Strategy
and Vision
Internal Processes
In which processes do we
need to excel?

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
hy twice a year
q quarterly
m monthly

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
Experience at fulfilling demand
Cumulative Volume 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
Cumulative Volume
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
Cumulative Volume
Experience at fulfilling demand Experience at shaping demand


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

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

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
Competence
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
Product Performance
Trajectories (how products
improve over time)
Customer Demand Trajectories
(customers’ willingness to pay
Product Performance
performance)
time
Source material: Disruptive Innovation Primer

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

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

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

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

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

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

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

Insert headline
Distinctive Capabilities – TEMPLATE ALTERNATIVE

Architecture Reputation
customers, suppliers warranty, association
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
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-
Organizing
Diversity
Separation
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
Young Mature
Age of the organization
Source material: Greiner Growth Model

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

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

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

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

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
Identify Take
Evaluate Make
potential preventiv
alternatives decision
problems e action
POTENTIAL Plan
Clarify DECISION contingent
PROBLEM
purpose ANALYSIS action
ANALYSIS
State SITUATION Set triggers
decision APPRAISAL
PROBLEM
ANALYSIS
Think
Describe
beyond the
problem
fix
Confirm Identify
true possible
cause causes
Evaluate
possible
causes


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 Offers
3
Purchase
Customer Service Fostering Customer Input

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

Insert headline
Strategic Management Maturity Model – TEMPLATE
1 Leadership
STAGE 5
2 Culture and Values Continuous

Improvement
Strategic Thinking and STAGE 4
3 Planning Managed
and
Focused
4 Strategic Alignment STAGE 3
Structured
and
5 Performance Measurement
Proactive
STAGE 2
6 Performance Management
Reactive
STAGE 1
7 Process Improvement
Ad Hoc and
Sustainability of Strategic Static
8 Management


Insert headline
Strategic Management Maturity Model – TEMPLATE ALTERNATE
STAGE 5
Continuous
Improvement
STAGE 4
Managed
and
STAGE 3 Focused
Structured
and
STAGE 2 Proactive
Reactive
STAGE 1
Ad Hoc and
Static


Insert headline
Strategic Management Maturity Model – TEMPLATE ALTERNATE
STAGE 1 STAGE 2 STAGE 3 STAGE 4 STAGE 5
Ad Hoc and Reactive Structured and Managed and Continuous

Static Proactive Focused Improvement
• Filler text, filler text, • Filler text, filler text, • Filler text, filler text, • Filler text, filler text, • Filler text, filler text,
filler text, filler text filler text, filler text filler text, filler text filler text, filler text filler text, filler text


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 Long-term Growth Strategy
Financial Shareholder
Perspective Value
Improve Cost Increase Asset Expand Revenue Enhance
Structure Utilization Opportunities Customer Value
Customer value Proposition

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

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

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

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

Customer
Price Quality Availability Selection Functionality Service Partnership Brand
Perspective
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 Long-term Growth Strategy
Shareholder
Financial Value
Perspective
Structure utilization Opportunities Customer value

Customer
Price Quality Availability Selection Functionality Service Partnership Brand
Perspective
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
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 CUSTOMER
Value Perception Gap
Value Proposition Value Perception


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Strategy & Transformation

Beliefs System Diagnostic Control Interactive Control

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

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• Four Approaches to Ambidexterity • Value Differentiation

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Source material: Service Design and Delivery

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Source material: Service Design and Delivery

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SHORT TERM HORIZON MEDIUM TERM HORIZON LONG TERM HORIZON

1 year 3-5 years 5+ years

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Source material: 4 Levers of Control

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BELIEFS SYSTEMS BOUNDARY SYSTEMS

INTERACTIVE DIAGNOSTIC CONTROL

Source material: 4 Levers of Control

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Beliefs System Boundary Diagnostic Interactive Control

Source material: 4 Levers of Control

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

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Source material: Reorganization – New Organization Effectiveness

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Source material: Strategic Management Maturity Model (SMMM)

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Promise Evaluate Delivery

Source material: Customer Experience

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• Filler text, filler text, filler text,

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Source material: Acquisition Integration Approaches

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• Filler text, filler text, filler text,

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

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Learning & Development Customers

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How do the investors appraise our

How do our customers appraise How well do we satisfy our

Source material: Balanced Scorecard Primer

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• If we are successful, how do

• How should I see the

• Which processes do I need …

Learning and Development

• How should I enhance my …

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Pres. Year Pres. Year Extrapol. Ongoing

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

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