...This part of the overall change model will focus specifically on CI efforts organic to 1SFG. First, the hard elements of the 7S model (Organizational Strategy, Structure, and Systems) will be examined. Prior to the new SIO taking the reins, our CI mission and strategy was undefined. Those soldiers who knew of the overall strategy held senior position and communication of such strategy was rarely communicated to those soldiers in mid-to-junior ranks. CI support to Force Protection is one of the many responsibilities that fall under the preview of CI Agents. Currently, CI within 1SFG is not executing that particular mission putting soldiers at risk of physical surveillance and cyber exploitation to names a few threats. In addition, each Battalion was operating within a vacuum with little direction, operations were disjointed, and manpower to support operational efforts...
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...Case Study Apple Inc. 2008 — Document Transcript 1. Case Analysis: Apple Inc., 2008 Sairam Iyer XLRI GMP 034 11/6/2008 2. 1) Competitive Advantages: -Design and innovation oriented -Greater horizontal and vertical Integration -Designing from scratch to finish bundled with applications and peripherals. -‘’Plug and Play” solutions -R&D oriented -An everything ready device Firm Infrastructure HRM Technology Development PROCUREMENT Inbound Outbound Operations Marketing/Sales Service Logistics Logistics Alliances with Design & Horizontal & Plug and play I-tunes gives a major suppliers Innovation vertical solutions major edge Integration Linkages with Technology Complete bundle Operating system independent Driven of applications more secure, and software vendors less prone to virus attacks Collaborating I-pod—I-tunes Apple’s retail with other combo gives experience, new leaders. brand awareness mac consumers a push. bought more. Apple has been able to command a premium in the market and gain above average returns owing to its innovation and differentiation of technologically superior products. This learning and innovation in its products has led apple to leverage its expertise in the i-pod,i-phone, i-tunes, i-works suite of products. Over due course of time Apple has been able to perfect the chain of activities in Innovation and design leading to a fit between the activities which is difficult to imitate and hence offers them an edge over competitors. Diffusing products...
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...Comparing the BCG Matrix with the McKinsey 7S model 1 Structure STRUCTURE ........................................................................................................................................ 2 INTRODUCTION ................................................................................................................................. 3 BOSTON CONSULTING GROUP (BCG) GROWTH MATRIX ................................................... 3 COMPOSITION AND FRAMEWORK ....................................................................................................... 3 APPLICATION ....................................................................................................................................... 3 EXAMPLE APPLICATION: JUWI ............................................................................................................ 3 WEAKNESSES AND STRENGTHS OF THE BCG MATRIX ....................................................................... 4 THE MCKINSEY 7S MODEL ............................................................................................................ 5 COMPOSITION AND FRAMEWORK ....................................................................................................... 5 APPLICATION ....................................................................................................................................... 7 EXAMPLE APPLICATION: JUWI ..............................................................
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...boy from Missouri, farmer Walter Elias Disney set out to make a mark on society. After first joining the Red Cross in World War I, he came back determined to be an artist. After moving to Hollywood in 1923 with his older brother Roy, they founded Disney Brothers Studio. After diversifying as much as possible, Disney had a firm grasp on the global market share until the 1980’s where the company’s revenues began to slump in the film industry. Luckily Sid Bass invested $365 million in order to rescue the company and bring an end to all hostile takeover attempts. Disney’s billion dollar powerhouse status in the entertainment industry can be broken down and analyzed using the McKinsey’s 7S model. This model can be applied to Disney to analyze the company’s management and strategic policies. The McKinsey 7S model covers important strategic areas of operation including, strategy, structure, systems, style, skills, staff, and shared values. These seven elements need to be aligned and mutually reinforcing so that the model can be used to help identify what needs to be realigned in order to improve performance or to maintain alignment and performance. Disney Corporation has a hugely diversified strategy, that is to say, the plan devised to maintain and build competitive advantage over the competition. In 1928, after creating and losing the Oswald franchise to his distributor, Walt used a technique new to the animated television industry, synchronized sound with a cartoon. With his new character...
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...into the contracting stage as they decided to complete an organizational diagnosis. Poor morale, safety concerns and poorly managed human resources issues were the focus of research data that were organized with the aid of McKinsey’s 7S Model. Once Lawler and his graduate students were able to frame the copious amount of information into a useable model, they would present the information and make suggestions for improved work processes to company President, Ben Richardson and Richard Bowman, the Industrial Relations Manager. Lawler was able to create an effective learning experience for his students and present a cost efficient solution to B.R. Richardson. B.R. Richardson Case Study Harold S. Geneen once said, “Leadership is practiced not so much in words as in attitude and in actions.” (Dickerson, 2012). B.R. Richardson Timber Products Corporation was a small lumber company located in Papoose, Oregon with low morale, serious safety issues, and an authoritative manager. Recognizing the need for an intervention, the company reached out to a consultant for training. After entering into an agreement a diagnosis of B.R. Richardson’s lamination plant was completed. (Cummings & Worley, 2008) In the case of B.R. Richardson, the McKinsey 7S Model provided the best mechanism to evaluate, diagnose and understand the collected data about various elements of the work environment. Entering and Contracting...
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...Company’s background: McKinsey & Company is a privately owned management consulting firm that focuses on solving issues of concern to senior management in large corporations and organizations. Known among its employees simply as "The Firm" McKinsey & Company was founded in Chicago in 1926 by James O. ("Mac") McKinsey. McKinsey was a professor at the University of Chicago who pioneered budgeting as a management tool. Marshall Field's became a client in 1935, and soon convinced James McKinsey to leave the firm and become its CEO; however, he died unexpectedly in 1937. Today McKinsey has over 7,500 consultants in 90 offices across 51 countries. They help solve strategic, organizational, operational and technological problems, for some of the world's largest organizations. Clients include three of the world's five largest companies, two-thirds of the Fortune 1000, governments and other non-profit institutions. McKinsey also performs pro bono engagements for a number of charitable organizations and government agencies worldwide. 'Forbes' estimated the firm's 2005 revenues at $3.8 billion in its list of largest private companies. Company Intent To be the global leader in consulting industry, provide expertise consulting service to the worldwide clients. Company Mission To help the clients make positive, lasting, and substantial improvements in their performance and to build a great firm that is able to attract, develop, excite, and retain exceptional people. Key...
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...Attract the Attractive Rupavilas Patel Kaplan University Over the years, the world has moved through the Industrial Age to what is now called the Informational Age. The world has transfused from an age based largely on manpower to an age based on brainpower. This brainpower is cannot be quantified but it can be categorized as a companies intangible assets. This means that over the years the market value that was related to tangible assets has decreased and there has been an increase in intangible assets. The percent of market value related to tangible assets in 1982 was about 62 percent, and the intangible assets were made up of about 38 percent. Then in 2000, we could see a significant transformation towards intangibles. There was only 15 percent of market value associated with tangible, while 85 percent was tied to intangibles (Ulrich, Smallwood, 2003). This pattern shows how the world has changed in terms of where the actual assets of a company are held. The value of tangible assets has significantly decreased relative to the intangible assets. These assets include, but are limited to, assets like intellectual property or capital, brand name, and innovative thoughts. The main thing that causes these intangibles to exist is the ability a company has in attracting talent. So now that we have seen this transformation from tangibles to intangibles we should understand how intangible effect a company. These intangible assets are directly affecting how well a company...
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...irrational side of change management 101 Organization Practice The irrational side of change management Most change programs fail, but the odds of success can be greatly improved by taking into account these counterintuitive insights about how employees interpret their environment and choose to act. Carolyn Aiken and Scott Keller In 1996, John Kotter published Leading Change. Considered by many to be the seminal work in the field of change management, Kotter’s research revealed that only 30 percent of change programs succeed. Since the book’s release, literally thousands of books and journal articles have been published on the topic, and courses dedicated to managing change are now part of many major MBA programs. Yet in 2008, a McKinsey survey of 3,199 executives around the world found, as Kotter did, that only one transformation in three succeeds. Other studies over the past ten years reveal remarkably similar results. It seems that, despite prolific output, the field of change management hasn’t led to more successful change programs. It also hasn’t helped that most academics and practitioners now agree on the building blocks for influencing employee attitudes and management behavior. McKinsey’s Emily Lawson and Colin Price provided a holistic perspective in “The psychology of change management,”1 which suggests that four basic conditions are necessary before employees will change their behavior: a) a compelling story, because employees must see the point of the change...
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...How will consumers interact with brands in the near future? What channels will they use and what sort of experience are they looking for? These are the questions that McKinsey consultants Dahlström and Edelman (herein referred to as ‘McKinsey’) aim to shed light upon to help companies prepare themselves for this changing world. McKinsey believes that emerging technologies will mean that consumers demand a radically different, personalized experience from companies. Sensors in devices, the Internet of Things, the rise of Big Data and the ubiquity of smartphones will hasten the current shift in the balance between consumers and brands, adding a physical dimension to previously virtual transactions. And customers will want these experiences in real time and almost everywhere. The way customers judge brands is changing. Gone were the days that our brands are judged based on the quality of one’s marketing efforts, customer-service, or of the product/service individually. In this on-demand world, consumers will judge brands by their ability to deliver heightened experiences, which McKinsey defines as interactions that offer high levels of value and are radically customized and easy to access, across the entire customer decision journey. Relevant and unique, tailored, and seamless experience is the key. So what can companies do to adapt to these changes? Companies must change what and how they deliver by finding ways to engage customers, by assessing on every way a customer...
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...McKinsey & Company is a worldwide management consulting firm. It conducts qualitative and quantitative analysis in order to evaluate management decisions across the public and private sectors. Widely considered the most prestigious management consultancy, McKinsey's clientele includes 80% of the world's largest corporations, and an extensive list of governments and non-profit organizations. More current and former Fortune 500 C.E.O.'s are alumni of McKinsey than of any other company, a list including Google C.E.O. Sundar Pichai, Facebook C.O.O. Sheryl Sandberg, Morgan Stanley C.E.O. James Gorman and many more. McKinsey publishes the McKinsey Quarterly, funds the McKinsey Global Institute research organization, publishes reports on management topics, and has authored many influential books on management. Its practices of confidentiality, influence on business practices, and corporate culture have experienced a polarizing reception. McKinsey was founded in 1926 by James McKinsey in order to apply accounting principles to management. Mr. McKinsey died in 1937, and the firm was restructured several times, with the modern-day McKinsey & Company emerging in 1939. Marvin Bower is credited with establishing McKinsey's culture and practices in the 1930s based on the principles he experienced as a lawyer. The firm developed an "up or out" policy, where consultants who are not promoted are asked to leave. McKinsey was the first management consultancy to hire recent college graduates, rather...
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...MKTG577 Mark Ogutu Kildia Martinez A.T. Kearney and the New "Defining Entity" 04/08/2016 A T KEARNEY AND THE NEW DEFINING ENTITY I. Statement of the Problem Electronic Data Systems (EDS) acquired A T Kearney with the vision of creating the most powerful management solution company in the world. Many employees became concern with such acquisition. Many consultants were concern with the changes this merge might bring to their job and the way they work. These were two different organizations, with different skills and cultures. Seniors consultant were concern the many changes these two organizations would have to make in order make sure they work together, efficiently and of course that they would both benefit from such acquisition. II. Summary of the Facts Technology has revolutionized the way we do business these days, IT is not just the back end of the office anymore. The technology system is the key to any business today, it can help reduce and solve product problems, create communication channels and set new levels of service. The acquisition between A.T Kearney and EDS have raised many issues and concerns not only to the consultants but also to management. One of the concerns they are really worry about is to maintain the clientele happy. They are looking to see how they are going to deal the control merger in terms of clients, which company is going to do what and if one does one thing where is the other one standing...
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...THE MCKINSEY WAY This page intentionally left blank. THE MCKINSEY WAY Using the Techniques of the World’s Top Strategic Consultants to Help You and Your Business ETHAN M. RASIEL M C G R AW- H I L L NEW YORK CARACAS SAN FRANCISCO LISBON WA S H I N G T O N , D . C . MADRID AUCKLAND BOGOTÁ MILAN LONDON NEW DELHI TOKYO MEXICO CITY SINGAPORE MONTREAL SAN JUAN SYDNEY TORONTO McGraw-Hill abc Copyright © 1999 by Ethan M. Rasiel. All rights reserved. Manufactured in the United States of America. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written permission of the publisher. 0-07-136883-3 The material in this eBook also appears in the print version of this title: 0-07-053448-9. All trademarks are trademarks of their respective owners. Rather than put a trademark symbol after every occurrence of a trademarked name, we use names in an editorial fashion only, and to the benefit of the trademark owner, with no intention of infringement of the trademark. Where such designations appear in this book, they have been printed with initial caps. McGraw-Hill eBooks are available at special quantity discounts to use as premiums and sales promotions, or for use in corporate training programs. For more information, please contact George Hoare, Special Sales, at george_hoare@mcgraw-hill.com...
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...o r g a n i z at i o n september 2008 A business case for women The gender gap isn’t just an image problem: our research suggests that it can have real implications for company performance. Some companies have taken effective steps to achieve greater parity. Georges Desvaux, Sandrine Devillard-Hoellinger, and Mary C. Meaney Article at a glance Companies that hire and retain more women not only are doing the right thing but can also gain a competitive edge. They can take several basic steps to achieve even greater parity. These companies will be able to draw from a broader pool of talent in an era of talent shortages. What’s more, research shows a correlation between high numbers of female senior executives and stronger financial performance. Women in developed economies have made substantial gains in the workplace during recent decades. Nevertheless, it’s still true that the higher up in a company you look, the lower the percentage of women. But some companies have moved successfully to increase the hiring, retention, and promotion of female executives. Their initiatives have included efforts to ensure that HR policies aren’t inadvertently biased against women or part-time workers, to encourage mentoring and networking, to establish (and consistently monitor at a senior level) targets for diversity, and to find ways of creating a better work–life balance. Changes like these have a price, but there are business advantages to making them—above and beyond the...
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...McKinsey and Company is a global management consulting company and was founded in 1926 by James McKinsey. They have offices in more than 60 countries and employee over 9,000 consultants and almost 2,000 research and information professionals. Their clients include businesses, governments, non-governmental organizations, and not-for profits. In this paper I will discuss the link between business, governments, and global institutions, how a global consulting firm might assist a government client and why businesses choose to hire McKinsey even though they may have worked for a competitor. The Link Between Businesses, Governments, and Global Institutions According to an article found on the McKinsey website “Government is likelier to affect companies’ economic value than any other group of stakeholders except customers” (Dua, Heil, and Wilkins, 2010). Whether a business is only operating in their home country or operating on a global scale they all have to interact with government. Governments in every country pass laws and enforce regulations that all businesses and global institutions must abide by. A consulting company, like McKinsey, that hires employees from all over the world, speaking over 120 languages and representing more than one hundred nationalities” can help build relationships between businesses, governments and global institutions (Carpenter and Dunung, 2015). Assisting a Government Client McKinsey and Company has clients all over the world and in various sectors...
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...Part 4: Organisational Processes BOSS Magazine article Let’s Get Together Source: B. Head, “Let’s Get Together,” Boss Magazine, September 14, 2001, p. 52. The strategic alliance is redefining competition in the new networked economy. But to make the most of collaboration, you need to pay attention to age-old issues like trust. It took Siebel Systems six years to rise from start-up to star. By 2000 the software company was raking in $US1.8 billion annual revenues and ranked third on Fortune's 100 fastest growing companies list. This status came from forging alliances where it made sense and where it could. Siebel, founded in 1993, was early to market with e-business software, but being first wasn't enough. Siebel needed to fight off rival start-ups by developing critical mass fast; and that demanded the support of seasoned partners to help break into international corporate accounts. Today the company refers to its web of alliances with hardware companies, software companies, consulting firms and service providers as a "partner ecosystem". Siebel's is not an entirely benign ecosystem, though; it is inhabited by some of the most dangerous corporate predators in the IT sector - companies such as Microsoft, Cisco, Compaq and IBM. These are companies that compete and yet collaborate, and even while they collaborate they compete. Siebel's ecosystem is the tense model with which millennial management will have to come to grips. Dean Blomson, vice-president of consulting...
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