The people in the organization, considered interms of corporate demographics,A coherent set of actions aimed at gaining a sustainable advantage over competitionCapabilitiespossessed by the orga nization as a whole as distinet from the individuals. SomeThe organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integratedThose ideas of what is right and desirable (in corporate and/or individual behavior) which are typical of the organization and common to most of its membersA coherenlsetof actionsaimed at gaining asustainable advantage over competitionThe organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integratedCapabilities possessed by the orga nizalion as a whole as distinct from the individuals ・ Some companies performextraordinary feats withordinary people StrategySki s SharedvaluesThose ideas of what is right and desirable (in corporate and/or individual behavior) which are typical of the organizalion and common to most of its membersStructureSystemsThe way managers collectively behave with respect to use of time, attention and symbolic actionsThe processes and procedures through which things get done from day-to-dayThe people in the orga nizati on, considered in terms of corporate demographics, not in dividual personalitiesTheprocesse s andcompanies perform extraordi nary feats with ordinary peopleSki snot in dividual pers on alities Systems StructureThe way manager scollective lySharedVa uesA coherent set of actions aimed at gaining a sustainable advamage over competition The way managers collectively behave with respect to use of time, Capabilitiespossessed by the attention and symbolic actions organization as a whole as distinct from the individuals. Some companies perform extraordinary feats with ordinary people The people in the organizalion. considered in termsof corporate demographics, not individual personalities Style Strategy Structur Share va ues Skil s Those ideas of what is right anddesirable (in corporate and/orindividual behavior) which are typical of the orga nization and comm on to most of its members The organizalion chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integratedThe processes and procedures through which things get done fromday-to-dayLow Medium High Product/market attractiveness(Change x. vision)Commitme nt\ Capability \Conviction/ Courage/ Individual / activity / Enabling / / devices /ChiefexecutiveLeadership groups7 ----------------- 一Down the lineExternalconstitue ntsq .E>Huin一p ①wM o -Juoesoda >三3. Sustainingchange国蹈Profits Product line economicsDollarsNumber of productsCost• Action plans sufficient to achieve goals• Agreement on objectrves by line management • Management of high- involvcmcnt process • Cliert managers(rxirticularly middemanagemenl) have skill to lead program imptementatlon • Charge in actual behaviorDemandCapacity• Flow of 2 way communi cationsPerformanceCommunicatDnsmeasureme n Vision andLeadershi p• Visible demonstr ation of new vision and• Accurate measure m of action and•Implemen tation or nearimptemenProblemsolving process Organizatio nalnfrastructurePeople aeveiopmer tYear 1 234Terminal orcontinuing value Businessentity valueExistingconfigurationNewconfiguration Logistics Service Level100%•Industry attractiveness•Competitive position•Restructuring/rationalizationopportunitiesValue-creation potential in business unit•Corporate centre skills•Business unit linkages•Taxation/ valuation differencesRetain and givetop priorityRetain and givepriorityRetain andmanage forcode orliquidateProbably divest Divest Divest orliquidateHigh Medium Low 5CS<5』meNleda£o«-SooMun-EoddoLow HighEntry riskProductGover nmenlINDUSTRYSubstantially reduced8ncentrationChanges instructurePRODUCERSc Changes inConductP Changes inPerforma neederegulation ofthe industry •Licensing of 16 new (mainly foreign) banks•Freeing-up of most interest rates •Virtually unrestricted entry into foreig n excha nge dealing Influx of new **players M withdiverse methods, values andbackgrounds. etc.Formation of strategic groupsof banks•Tull-line/high-tech?maximize share” bankers・IMiche" bankersIncreased price rivalry,especially in commercialsegment and foreignexchangeIncreased focus on marketsegments (e.g. consumer,rural and commercial)Reduced marginsReduced costsImproved servicethrough•Products•Outlets•Staff trainingAvailability of new.bw-cost networking lechn ology•ATMs•Low-cost, high-speed data 8rnmun icatio ns links•plastic cards Incumbent banks stuck with high-cost Pricks and mortar* networks; entranls able to use electron ic^plastic networks more intensivelyPerforma neeCumulative development effortDesign the skillbuilding processMeet Predict budget and the future schedule Think Create strategically the futureValue systembusiness Maximize shareholderva ueapproachand/or mergerImprove core performanceAdopt sound fin ancing Grow through cultural in itiativeCorporatecenter skills Clients (relative ability to extract — value Lin kages between business units— RealFin ancial ownership fit—PerceivedRedeploy assetsGrow through acquisition E Industry restructurerInternal controller —Shared resources — Transfer of capability —Vertical integration [— Differences in tax positionI — Existence of non ・cases objectivesInefficiencies in financial markets Ditterenee in valuation techniquePecdbodc。
