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Critical
Core Risks to be Strategic
performance
Values avoided uncertainties
variables
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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
Empathy Execution
Expecta- Engine-
tion ering
CUSTOMER- PROVIDER-
CENTRIC Emotion
CUSTOMER CENTRIC
Economics
ELEMENTS DELIGHT ELEMENTS
Elegance Experi-
mentation
Engage- Equiva-
ment lence
Empathy Execution
Expecta- Engine-
tion ering
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text, filler text
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CUSTOMER text, filler text
Emotion Economics
DELIGHT Filler text, filler text, filler
text, filler text
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text, filler text
Elegance Experi-
mentation
Customer-centric
Elements Engage- Equiva-
ment lence
Provider-centric
Elements
time
Risks to be
Core Values
avoided
Business
strategy
Critical
Strategic
performance
uncertainties
variables
INTERACTIVE DIAGNOSTIC
CONTROL SYSTEMS CONTROL SYSTEMS
Core Risks to be
Values avoided
Business
strategy
Strategic Critical
uncertain- performance
ties variables
BUSINESS STRATEGY
Critical
Core Risks to Strategic
performance
Values be avoided uncertainties
variables
Operating
Model
1 2 3 4
CUSTOMER VALUE EMPLOYEE VALUE
ROLES AND GOALS OPERATING MODEL
PROPOSITION EXCHANGE
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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
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
Discover Purchase
Consider Use
Degree of
Integration
HIGH
PRESERVATION SYMBIOSIS
Need for
Organizational
Autonomy
HOLDING ABSORPTION
LOW
LOW HIGH
Need for
Strategic Interdependence
HIGH
HOLDING ABSORPTION
LOW
LOW HIGH
Need for
Strategic Interdependence
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
Finance Perspective
Vision …
Financial Perspective
• …
Customer Perspective
• …
Internal Perspective
• …
(+) 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)
Finance … … ... … … … … … … …% …%
Customers … … ... … … … … … … …% …%
Internal
… … ... … … … … … … …% …%
processes
Learning and
… … ... … … … … … … …% …%
development
Total 100% …%
yearly
hy Target
achievement
twice a year …%
q
quarterly
m
monthly
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.
n
r at io
e
g en
u ct Experience at fulfilling demand
od
Cumulative Volume Pr Experience at shaping demand
ra tion
e ne
Cumulative Volume u ct g
P r od
ti on
e n era
t g
duc
Pr o
Cumulative Volume
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
BRAND VALUE
1 2 3 4
DIFFERENTIATION
DIFFERENTIATION RELEVANCE
RELEVANCE ESTEEM
ESTEEM KNOWLEDGE
KNOWLEDGE
BRAND
BRANDSTRENGTH
STRENGTH BRAND
BRANDSTATURE
STATURE
100%
1 2 3 4
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DIFFERENTIATION
KNOWLEDGE
RELEVANCE
DECLINING
NEW/
UNFOCUSED ERODING
Brand Stature
(Esteem and Knowledge)
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Insert headline
Branding Pentagram Model – TEMPLATE
Principles of
Branding
Consistency
Positioning in Brand
Carriers
Consistency
Positioning in Brand
Carriers
EXTERNAL
INTERNAL
INTERNAL RATIONAL
PROCESS MODEL GOAL MODEL
FOCUSED
INDIVIDUAL
FLEXIBILITY
INTERNAL EXTERNAL
MAINTENANCE POSITIONING
INTERNAL RATIONAL
PROCESS MODEL GOAL MODEL
INCREMENTAL
CHANGE
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Core Product 2
Core Product 1
SKILLS &
KNOWLEDGE BASE
VALUES &
NORMS
TECHNICAL MANAGERIAL
SYSTEMS SYSTEMS
Source: Core Capabilities and Core Rigidities, Leonard-Barton, Strategic Management Journal, 1992
Core
Competence
Core Rigidity
time
Customer
Needs + Customer
Behavior + Customer
Demographics = Customer
Segmentation
High
Needs-based
Demographic
Low
Low High
Customer Insight
DIGITAL TRANSFORMATION
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
Technical
Excellence GREAT
SERVICE
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Customer Experience
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
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
Separation
Empower individuals to choose
the appropriate styles
Static Switching
Intentionally manage switching
between styles
Dynamism
Crisis of Control
Crisis of
Size of Autonomy
organization Crisis of
leadership
Small
Youn Mature
g
Age of the organization
Crisis of Control
Crisis of
Size of Autonomy
Organization Crisis of
leadership
Small
Youn Mature
g Age of the Organization
Must-Be
POTENTIAL
DECISION PROBLEM
ANALYSIS ANALYSIS
SITUATION
ANALYSIS
PROBLEM
ANALYSIS
POTENTIAL
DECISION PROBLEM
ANALYSIS ANALYSIS
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ANALYSIS
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PROBLEM • Filler text, filler text, filler text, filler
ANALYSIS text
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
Structure
Strategy Systems
Shared
Values
Skills Style
Staff
2 Active Evaluation
1
3
Initial
Moment of
Consideration
Purchase
Set
4
Post-purchase Experience
Ongoing exposure
Product Launches
Active
2
Evaluation
Brand Advocacy
Continuation
of Evaluation
1 Leadership
STAGE 5
6 Performance Management
Reactive
STAGE 1
7 Process Improvement
Ad Hoc and
Sustainability of Strategic Static
8 Management
Continuous
Improvement
STAGE 4
Managed
and
STAGE 3 Focused
Structured
and
STAGE 2 Proactive
Reactive
STAGE 1
Ad Hoc and
Static
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Review
CORPORATE Vision Define key challenge, Approve plans;
and strategic consolidate, allocate Communicate
Ambition questions; and approve resources to the strategy
design process high-level support plans Mobilize
plans via strategic
initiatives
Align
BUSINESS Develop high- incentives
Develop Define
UNIT level plan;
detailed success
articulate
strategic plans metrics
options
Human Capital
Learning &
Growth Information Capital
Perspective
Organization Capital
Culture Leadership Alignment Teamwork
Human Capital
Human Capital
RENEWAL
My resources are Be Viable
severely constrained
External
Conditions S tructure
tructure C onduct
onduct P erformance
erformance
Feedback
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EXTERNAL
STRUCTURE CONDUCT PERFORMANCE
CONDITIONS
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PHASE 1 PHASE 2
TSR
Time
1
Trigger Operational New Strategy, Adaptive Innovation
Turnaround Vision, or
Business Model
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.
GAME
Game
Changers
CHANGERS
POTENTIAL
EFFECT
New
offerings
Existing
offerings
Low
Low High
CHANGE IMPACT
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