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20、ho reports to whom and how tasks are both divided up and integrated Those 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 members The processes and procedures through which things get donefrom day to day A

21、 coherent setof actions aimedat gaining asustainableadvantage over competition Capabilitiespossessed bythe organizationas a whole asdistinct from theindividuals. Some companies perform extraordinaryfeats withordinary peopleStaffSystemsStyleSharedValuesStructureSkillsStrategy2S-5S0000P1EYYMMDD.CHARGE

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23、whom and how tasks are both divided up and integrated The people in the organization,considered interms of corporatedemographics, notindividual personalities The way managers collectively behave with respect to use of time, attention and symbolic actions The processes and proceduresthrough which thi

24、ngs get donefrom day-to-dayThose ideas of what is rightand desirable (in corporateand/or individual behavior)which are typical of theorganization and commonto most of its members Capabilitiespossessed bythe organizationas a whole asdistinct fromthe individuals.Some companiesperform extraordinaryfeat

25、s with ordinary people3S-4S0000P1EYYMMDD.CHARGEXXXPR103StyleStructureStaffStrategySystemsSkillsShared valuesThe way managers collectively behave with respect to use of time,attention and symbolic actionsCapabilities possessed by the organization as a whole as distinct from the individuals. Some comp

26、anies perform extraordinary feats with ordinary peopleThose ideas of what is right and desirable (in corporate and/or individual behavior)which are typical of theorganization and commonto most of its membersThe processes and and procedures through which things get donefrom day-to-dayThe organization

27、 chart and accompanying baggage that showwho reports to whom and how tasks are both divided up and integratedThe people in theorganization, considered in terms of corporate demographics, notindividual personalitiesA coherent set of actions aimed at gaining a sustainable advantage over competition7S0

28、000P1EYYMMDD.CHARGEXXXPR104Competitive positionLowMediumHighProduct/market attractivenessLowMediumHighBUSS PORTFOLIO0000P1EYYMMDD.CHARGEXXXPR105Change visionChief ExecutiveLeadership groupsDown the lineExternal constitutionCommitmentConvictionCourageCapabilityIndividual activityEnabling devicesCHANG

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30、ent to achieve goalsAgreement on objectives by line managementManagement of high-involvement processImplementation ornear implementationof required structureand systemsFlow of 2-way communicationsPeoples understanding, belief and contribution to act on vision and action plansAccurate measurementof a

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35、tive ability to extract valueCorporate center skillsLinkages between business unitsFinancial ownership fitIndustry restructureInternal controllerShared resourcesTransfer of capabilityVertical integrationDifferences in tax positionExistence of non-cases objectivesInefficiencies in financial marketsDi

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