“狼之旅”销售新员工培训班-如何做ERP的演讲 演讲训练(PPT 38页)_01.ppt
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1、development of a unique organizational capability with the inherent flexibility and commitment to sustain world-class performance that provides durable competitive advantage in these times of rapid change. The clients we serve are changing as well. They have increasingly hired in-house strategic cap
2、abilities. Most have built strategy shops close to the CEO. Few, however, have the in- house capability and objectivity to do the organizational work required to make change happen. ORGANIZATIONAL WORK GROWING IN IMPORTANCE Evolving marketplace Quickening pace of strategic adaptation Durable competi
3、tive advantage often rooted in unique organizational capabilities Evolving players Many businesses acquiring in-house strategic capability Making change happen remains the “neglected art” McKinseys engagement mix Percent of time Increasing demand for help with organization issues and change manageme
4、nt Crafting the answer Helping implement change 10 years ago Today Source: Survey of 23 MGMs across the Firm The recent evolution in our clients has not been missed by our competitors. Each of our competitors has recently introduced a branded organizational element to their portfolio. Their organiza
5、tional expertise figures prominently in their marketing campaigns. COMPETITORS HAVE BRANDED ORGANIZATION TOOLS Consulting firm ProductClient example BCGTime based competitionGE General SystemsProcess redesign UPRR Booz Allen Continuous improvementExxon United ResearchProcess redesign and facilitatio
6、nMobil Delta PointTransformational changeSmithKline Beecham McKinseys consulting approach must evolve as our clients evolve. These changes provoke a shift in the nature of our work and an evolution of the role of the associate on engagements. The increased demand for organizational work impacts asso
7、ciates directly. Associates are drawn into leadership roles on larger teams at an earlier point in their careers. This places greater emphasis on the need for associates to develop quite soon after joining McKinsey- superb team leadership skills. EVOLUTION IN McKINSEYS APPROACH *Survey of 23 MGMs ac
8、ross the Firm From To “The answer” Solving for the “answer” and the change process Managing client teams Building client capabilities Small, analytically focused teams average client team of 3* Multiple, highly leveraged McKinsey/client teams Average client team of 10* CEO counseling by senior peopl
9、e Coaching and feedback at all levels Before we dive into the organization materials, we should announce one critical caveat: the frameworks you are about to see are only as good as the judgment and insight used to fill them out. The frameworks are often mere checklists, useful tools to ensure you d
10、o not overlook a key dimension. The OP can provide interview guides and questionnaires that you can use to flesh out the frameworks, as well as applied examples in a range of settings. However, almost all organizational issues are “situation dependent”, and almost all client settings are unique. You
11、r judgment, insight, creativity, and organizational acumen will determine whether you add value in the client setting . A CRITICAL CAVEAT “Garbage in, garbage out” Organizational practice frameworks Checklists Surveys, questionnaires Applied examples Garbage Good judgment, keen insight, creativity,
12、organizational acumen Garbage Client impact CONCEPTUAL A series of frameworks are available to help clients identify and address organizational limits on effectiveness or obstacles to change. They also point toward solutions. These frameworks help teams answer two fundamental questions: What change
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