Strategy & Transformation Diagrams (Volume I)

PowerPoint Templates & Diagrams
Strategy & Transformation

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

Boundary Systems
Systems Systems
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This is compilation of business framework slides and templates related to
established Strategy and Transformation models
Presentation Overview
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
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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
Insert bumper.

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 bumper.

Insert headline
3 Strategy Horizons TEMPLATE
SHORT TERM HORIZON MEDIUM TERM HORIZON LONG TERM HORIZON
1 year 3-5 years 5+ years
time
Insert footer

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
Insert bumper.

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 bumper.

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 bumper.

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
Insert bumper.

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 bumper.

Insert headline
4 Problems in Reorganizations TEMPLATE ALTERNATE
CUSTOMER
The new organization must have a clearly defined and compelling Customer Value Propositionone 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 bumper.

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
Insert bumper.
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
Insert bumper.
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
Insert bumper.

Insert Headline
Acquisition Integration Approaches TEMPLATE
HIGH
PRESERVATION SYMBIOSIS
Need for
Organizational
Autonomy
HOLDING ABSORPTION
LOW
LOW HIGH
Need for
Strategic Interdependence
Insert bumper.

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?

Insert bumper.

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
Insert bumper.

Insert headline
BCG Experience Curve TEMPLATE ALTERNATE

text, filler text
Marginal cost
text, filler text

text, filler text
Cumulative Volume
Experience at fulfilling demand Experience at shaping demand
Insert bumper.

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 bumper.

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
Insert bumper
Source: The New CEOs 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
Insert bumper.

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

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

the Brand Control Cycle
Insert bumper.

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

Insert bumper.

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

Insert bumper.

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
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filler text, filler text, filler filler text, filler text, filler filler text, filler text, filler filler text, filler text, filler
text text text text
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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
Insert footer.

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
Insert bumper.
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
Insert bumper.

Insert headline
Customer Segmentation Formula TEMPLATE
Customer
Needs + Customer
Behavior + Customer
Demographics = Customer
Segmentation
Filler text Filler text Filler text Filler text
Insert bumper.

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
Insert bumper.

Insert headline
Dimensions of Service Design TEMPLATE
Technical
Excellence GREAT
SERVICE
DESIGN filler text
filler text
filler text
filler text
Customer Experience
Insert bumper.

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
Insert bumper.
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
Insert bumper.
Source: How Useful Is the Theory of Disruptive Innovation, King and Baatartotokh, MIT Sloan Management Review, 2015

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Strategy & Transformation Diagrams (Volume I)

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PowerPoint Templates & Diagrams

Strategy & Transformation

Beliefs System Diagnostic Control Interactive Control

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SHORT TERM HORIZON MEDIUM TERM HORIZON LONG TERM HORIZON

1 year 3-5 years 5+ years

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BELIEFS SYSTEMS BOUNDARY SYSTEMS

INTERACTIVE DIAGNOSTIC CONTROL

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Beliefs System Boundary Diagnostic Interactive Control

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Customer Filler text, filler text, filler text, filler

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Promise Evaluate Delivery

Source: Digital Customer, 2103 Global Consumer Pulse Research, Accenture

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Filler text, filler text, filler text,

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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

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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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Filler text, filler text,

filler text, filler text

Experience at fulfilling demand

Cumulative Volume Experience at shaping demand

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Filler text, filler text, filler

text, filler text

Experience at fulfilling demand Experience at shaping demand

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Filler text, filler text, filler

Experience at fulfilling demand Experience at shaping demand

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Source: The New CEOs Guide to Transformation, BCG, 2015

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BRAND STRENGTH BRAND STATURE