Strategy & Transformation PowerPoint Presentation Templates

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PowerPoint Templates & Diagrams
Strategy & Transformation
Diagrams (Volumes I & II)
Presentation created by
BUSINESS STRATEGY
Core
Values
Risks to be
avoided
Critical
performance
variables
Boundary Systems
Beliefs System Interactive Control
Systems
Diagnostic Control
Systems
Strategic
uncertainties

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Presentation Overview (1 of 2)
To view all FlevyPro frameworks, go here: http://flevy.com/pro/library/frameworks.
This is compilation of business framework slides and templates related to
established Strategy and Transformation models
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
• 3 Strategy Horizons
• 4 Levers of Control
• 4 Problems in Reorganizations
• 8 Dimensions of Strategic Management
• Accenture Nonstop-Customer Experience
Model
• Acquisition Integration Approaches
• Balanced Scorecard
• BCG Experience Curve
• BCG Transformation Framework
• Brand Asset Valuator
• Brand Development Lifecycle
• Branding Pentagram
• Competing Values Framework
• Core Competence Model
• Customer Segmentation Formula
• Customer Segmentation Methodologies
• Digital Transformation
• Dimensions of Service Design
• Disruptive Innovation
• Distinctive Capabilities

Presentation Overview (2 of 2)
To view all FlevyPro frameworks, go here: http://flevy.com/pro/library/frameworks.
This presentation includes 70 templates that span 35 frameworks
• Four Approaches to Ambidexterity
• Greiner Growth Model
• Kano Customer Satisfaction Model
• Kepner-Tregoe Model
• McKinsey 7-S Strategy Model
• McKinsey Customer Decision Journey
• Strategic Management Maturity Model
• Strategic Planning & Execution Approach
• Strategy Map
• Strategy Palette
• Structure-Conduct-Performance
• Transformation Trajectories
• Value Differentiation
• Value Perception Gap

Insert headline
10 Elements of Customer Delight – TEMPLATE
Source material: Service Design and Delivery
https://flevy.com/browse/flevypro/service-design-and-delivery-2758
CUSTOMER-
CENTRIC
ELEMENTS
PROVIDER-
CENTRIC
ELEMENTS
ExecutionEmpathy
Engine-
ering
Economics
Experi-
mentation
Equiva-
lence
Engage-
ment
Elegance
Expecta-
tion
Emotion
CUSTOMER
DELIGHT

Insert headline
10 Elements of Customer Delight – TEMPLATE ALTERNATE
Customer-centric
Elements
ExecutionEmpathy
Engine-
ering
Economics
Experi-
mentation
Equiva-
lence
Engage-
ment
Elegance
Expecta-
tion
Emotion CUSTOMER
DELIGHT
Provider-centric
Elements
 Filler text, filler text, filler
text, filler text
text, filler text
text, filler text
text, filler text

Insert headline
3 Strategy Horizons – TEMPLATE
Source material: Best Practices in Strategic Planning
https://flevy.com/browse/flevypro/best-practices-in-strategic-planning-2738
SHORT TERM HORIZON MEDIUM TERM HORIZON LONG TERM HORIZON
1 year 3-5 years 5+ years
time

Insert headline
4 Levers of Control – TEMPLATE
Source material: 4 Levers of Control
https://flevy.com/browse/flevypro/4-levers-of-control-2663
Business
strategy
BOUNDARY SYSTEMSBELIEFS SYSTEMS
DIAGNOSTIC
CONTROL SYSTEMS
INTERACTIVE
CONTROL SYSTEMS
Core Values
Risks to be
avoided
Strategic
uncertainties
Critical
performance
variables

Insert headline
4 Levers of Control – TEMPLATE ALTERNATE
Business
strategy
Core
Values
Risks to be
avoided
Critical
performance
variables
Strategic
uncertain-
ties
BOUNDARY SYSTEMSBELIEFS SYSTEMS
DIAGNOSTIC CONTROL
SYSTEMS
INTERACTIVE
CONTROL SYSTEMS

Insert headline
4 Levers of Control – TEMPLATE ALTERNATE
BUSINESS STRATEGY
Core
Values
Risks to
be avoided
Critical
performance
variables
Boundary
Systems
Beliefs System Interactive Control
Systems
Diagnostic
Control Systems
Strategic
uncertainties

Insert headline
4 Problems in Reorganizations – TEMPLATE
Source material: Reorganization – New Organization Effectiveness
https://flevy.com/browse/flevypro/reorganization-new-organization-effectiveness-2700
Customer
Value
Proposition
1
Roles and
Goals
2
Employee
Value
Exchange
4
Operating
Model
3
•Filler text, filler text, filler text, filler
text
text
text
text

Insert headline
4 Problems in Reorganizations – TEMPLATE ALTERNATE
ROLES AND GOALS OPERATING MODEL
CUSTOMER VALUE
PROPOSITION
EMPLOYEE VALUE
EXCHANGE
1 2 3 4
• Filler text, filler text, filler
text, filler text
text, filler text
text, filler text
•Filler text, filler text, filler
text, filler text
text, filler text
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Insert headline
4 Problems in Reorganizations – TEMPLATE ALTERNATE
CUSTOMER
VALUE
PROPOSITION
1 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
also struggle to justify its budget within the broader organization
ROLES AND
GOALS
2
After a reorganization, it often becomes unclear what each group is responsible for. Likewise, it is unclear
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
MODEL
3
A reorganization may cause the Operating Model to become dysfunctional. The decision-making process is
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
VALUE
EXCHANGE
4
Having an uncertain Employee Value Exchange negatively affects the organization from resulting behavior
from both top and low performers. The top performers may look for new jobs, since they feel the required
level of performance and rewards process are unclear. The low performers are easily hidden and protected
in such an organization

Insert headline
Source: The Strategic Management Maturity ModelTM
, Balanced Score Institute, 2010
8 Dimensions of Strategic Management – TEMPLATE
Leadership
Culture and Values
Strategic Thinking
and Planning
STRATEGIC
MANAGEMENT
Strategic Alignment
1
2
3
4
Performance
Measurement
Performance
Management
Process
Improvement
Sustainability of
Strategic
Management
5
6
7
8
Source material: Strategic Management Maturity Model (SMMM)
https://flevy.com/browse/flevypro/strategic-management-maturity-model-smmm-2791

Insert headline
Accenture Nonstop-Customer Experience Model – TEMPLATE
Source: Digital Customer, 2103 Global Consumer Pulse Research, Accenture
Source material: Customer Experience
https://flevy.com/browse/flevypro/customer-experience-2252
Promise Evaluate Delivery
Discover Purchase
UseConsider

Elements to an Acquisition – TEMPLATE
Insert Headline
Degree of
Integration
Type of
Synergy
Type of
Acquisition
• Filler text, filler text, filler text,
filler text
filler text
filler text
Source material: Acquisition Integration Approaches
https://flevy.com/browse/flevypro/acquisition-integration-approaches-1868

Acquisition Integration Approaches – TEMPLATE
Insert Headline
Need for
Organizational
Autonomy
Need for
Strategic Interdependence
HIGH
LOW
LOW HIGH
PRESERVATION SYMBIOSIS
ABSORPTIONHOLDING
Source material: Acquisition Integration Approaches
https://flevy.com/browse/flevypro/acquisition-integration-approaches-1868

Acquisition Integration Approaches – TEMPLATE ALTERNATE
Insert Headline
Need for
Organizational
Autonomy
Need for
Strategic Interdependence
HIGH
LOW
LOW HIGH
PRESERVATION SYMBIOSIS
ABSORPTIONHOLDING
filler text
filler text
filler text

Insert headline
Activity
In which processes do we
need to excel?
Internal Processes
Target
Strategic
target
KPI
Activity
Target
What do we want to
achieve in finance?
Finance
Strategic
target
KPI
TargetActivityHow can we remain
flexible and able to
improve?
Learning & Development
Strategic
target
KPI
How can we satisfy our
customers’ needs?
Customers
TargetActivity
Strat.target
KPI
Strategy
and Vision
Balanced Scorecard (4 Perspectives) – TEMPLATE

Insert headline
Finance Perspective
How do the investors appraise our
present position?
 …
 …
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?
 …
 …
Internal Process Perspective
How well do we satisfy our
customers’ needs?
 …
 …
Customer Perspective
How do our customers appraise
our performance?
 …
 …
Balanced Scorecard (4 Perspectives) – TEMPLATE ALTERNATE
Source material: Balanced Scorecard Primer
https://flevy.com/browse/flevypro/balanced-scorecard-primer-1969

Insert headline
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?
…
…
…
…
…
Balanced Scorecard (4 Perspectives) – TEMPLATE ALTERNATE

Insert headline
Source: Using the Balanced Scorecard as a Strategic Management System, Kaplan and Norton (2005)
FINANCIAL
CUSTOMER
INTERNAL
BUSINESS
PROCESSES
LEARNING
AND GROWTH
Rework
Return on
Capital Employed
Employees’
Suggestions
Employees’
Morale
Customer
Satisfaction
Operating
Expense
Accounts
Receivable
( + )
( + )
( + )
( + )
( – )
( – )
( – )
Balanced Scorecard (Linking 4 Perspectives) – TEMPLATE

Total 100% … %
Perspective Strategic Objective KPI Weighting
Frequency
of Survey
Comp.
Year 2004
Pres. Year
2005
Ongoing
Pres. Year
2005 Ex-
trapolated
2005
Target
2006
Target
Extrapol.
in % of
Target
Ongoing
in % of
Target
Finance … … ... … … … … … … …% …%
Learning and
development
… … ... … … … … … … …% …%
Internal
processes
… … ... … … … … … … …% …%
Customers … … ... … … … … … … …% …%
Insert headline
y
yearly
hy
twice a year
q
quarterly
m
monthly
Target
achievement
…%
Balanced Scorecard – TEMPLATE

Insert headline
CORPORATE OBJECTIVES
 Double our corporate value in 5 years
 Increase our earnings by an average or 20% per year
 Achieve an internal rate of return 2% above the cost of capital
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.
Corporate Targets Scorecard Measures Business Unit Targets
Team/Individual Objectives
and Initiatives
Name:
Location:
Balanced Scorecard (Personal Scorecard) – TEMPLATE

Insert headline
BCG Experience Curve – TEMPLATE
Source material: BCG Experience Curve
https://flevy.com/browse/flevypro/bcg-experience-curve-2745
Marginalcost
Cumulative Volume Product generation
Experience at fulfilling demand
Experience at shaping demand
• Filler text, filler text,
filler text, filler text

Insert headline
BCG Experience Curve – TEMPLATE ALTERNATE
Marginalcost
Cumulative Volume
Product generation
Experience at fulfilling demand Experience at shaping demand
text, filler text
text, filler text
text, filler text

Insert headline
BCG Experience Curve – TEMPLATE ALTERNATE
Marginalcost
Cumulative Volume
Experience at fulfilling demand Experience at shaping demand
Product generation
text, filler text
text, filler text
text, filler text

Insert headline
BCG Transformation Framework Approach – TEMPLATE
Source material: BCG Transformation Framework for new CEOs
https://flevy.com/browse/flevypro/bcg-transformation-framework-for-new-ceos-2754
Define the
Ambition
Energize the
Organization
Prepare and
Launch the
Transformation
Drive the
Transformation
100 days
before starting
First weeks First 100 days First 18 months
Source: The New CEO’s Guide to Transformation, BCG, 2015

Insert headline
Brand Asset Valuator (Pillars) – TEMPLATE
BRAND VALUE
DIFFERENTIATIONDIFFERENTIATION RELEVANCERELEVANCE ESTEEMESTEEM KNOWLEDGEKNOWLEDGE
1 2 3 4
BRAND STRENGTHBRAND STRENGTH BRAND STATUREBRAND STATURE

Insert headline
Brand Asset Valuator (Pillars Rating) – TEMPLATE
100%
DIFFERENTIATIO
RELEVANCE
ESTEEM
KNOWLEDGE
• Filler text
text, filler text
text, filler text
1 2 3 4
Source material: Brand Asset Valuator (BAV)
https://flevy.com/browse/flevypro/brand-asset-valuator-bav-2109

Insert headline
Brand Development Lifecycle (Power Grid) – TEMPLATE
NICHE & UNREALIZED
POTENTIAL
NEW/
UNFOCUSED ERODING
DECLINING
LEADERSHIP
Brand Stature
(Esteem and Knowledge)
BrandStrength
(DifferentiationandRelevance)

Insert headline
Branding Pentagram Model – TEMPLATE
Source material: Branding Pentagram Model
https://flevy.com/browse/flevypro/branding-pentagram-model-2723
Principles of
Branding
Consistency
in Brand
Carriers
Planning and
Control Cycle
Embedding
the Brand
Positioning
• Filler text, filler text, filler text, filler
text
text
text
text

Insert headline
Branding Pentagram Model – TEMPLATE ALTERNATE
Principles of
Branding
Consistency
in Brand
Carriers
Planning and
Control Cycle
Embedding
the Brand
Positioning

Insert headline
Competing Values Framework – TEMPLATE
FLEXIBLE
FOCUSED
EXTERNAL
INTERNAL
HUMAN RELATIONS
MODEL
OPEN SYSTEM
MODEL
INTERNAL
PROCESS MODEL
RATIONAL
GOAL MODEL

Insert headline
Competing Values Framework – TEMPLATE ALTERNATE
INDIVIDUAL
FLEXIBILITY
INCREMENTAL
CHANGE
EXTERNAL
POSITIONING
INTERNAL
MAINTENANCE
HUMAN RELATIONS
MODEL
OPEN SYSTEM
MODEL
INTERNAL
PROCESS MODEL
RATIONAL
GOAL MODEL

Insert headline
Competing Values Framework – TEMPLATE ALTERNATE
HUMAN
RELATIONS
MODEL
OPEN
SYSTEM
MODEL
INTERNAL
PROCESS
MODEL
RATIONAL
GOAL
MODEL
 Insert filler text, filler text,
filler text, filler text, filler
text
filler text
 Insert filler text, filler text
text
filler text
text
filler text
text
filler text
Filler text Filler text Filler text Filler text
Source material: Competing Values Framework
https://flevy.com/browse/flevypro/competing-values-framework-1966

Insert headline
Core Competence Model – TEMPLATE
Source material: Core Competence Model
https://flevy.com/browse/flevypro/core-competence-model-2487
Source: The Core Competence of the Corporation, Prahalad and Hamel, Harvard Business Review, 1990
Competence
1
Competence
2
Competence
3
Competence
4
1 2 3
Business
1
4 5 6
Business
2
7 8 9
Business
3
10 11 12
Business
4
Core Product 1
Core Product 2
End Products

Insert headline
Core Competence Model (4 Dimensions) – TEMPLATE
Source: Core Capabilities and Core Rigidities, Leonard-Barton, Strategic Management Journal, 1992
VALUES &
NORMS
SKILLS &
KNOWLEDGE BASE
TECHNICAL
SYSTEMS
MANAGERIAL
SYSTEMS

Insert headline
Core Competence Model (Core Rigidities) – TEMPLATE
Core
Competenc
e
Core
Rigidity
time
Source material: Core Competence Model
https://flevy.com/browse/flevypro/core-competence-model-2487

Insert headline
Customer Segmentation Formula – TEMPLATE
Source material: Market and Customer Segmentation
https://flevy.com/browse/flevypro/market-and-customer-segmentation-2359
Customer
Needs
Customer
Behavior
Customer
Demographics
Customer
Segmentation+ + =
Filler text Filler text Filler text Filler text

Insert headline
Customer Segmentation (Tactical Methodologies) – TEMPLATE
Potential
Value
Creation
Customer Insight
High
Low
Low High
Demographic
Values-based
Behavioral
Needs-based
TACTICAL CUSTOMER
SEGMENTATION METHODOLOGIES
text, filler text
text, filler text
text, filler text
text, filler text

Demand Generation Reach & Selection Customer PurchaseProcess Customer Experience ProcessEfficiency Asset Utilization NewBusinessModels
Insert headline
Digital Transformation – TEMPLATE
Source material: Digital Transformation Strategy Primer
https://flevy.com/browse/flevypro/digital-transformation-strategy-primer-2253
DIGITAL TRANSFORMATION
GROWTH DRIVERS OPERATIONAL IMPROVEMENT
Demand
Generation
Reach &
Selection
Customer
Purchase
Process
Customer
Experience
Process
Efficiency
Asset
Utilization
Agility
New
Business
Models
Business Driver Levers Business Enabler Levers
1 2 3 4 5 6 7 8

Insert headline
Dimensions of Service Design – TEMPLATE
Customer Experience
Technical
Excellence GREAT
SERVICE
DESIGN
 Filler text, filler text, filler text,
filler text
filler text
filler text
filler text

Insert headline
Disruptive Innovation – TEMPLATE
Source: What Is Disruptive Innovation, Christensen and Raynor, Harvard Business Review, 2015
HIGH END OF
THE MARKET
MOST PROFITABLE
LOW END OF
THE MARKET
LEAST PROFITABLE
time
MAINSTREAM
INCUMBENT’S SUSTAINING
TRAJECTORY
ENTRANT’S
DISRUPTIVE
TRAJECTORY
PERFORMANCE CUSTOMERS WILL PAY FOR
ProductPerformance
Product Performance
Trajectories (how products
improve over time)
Customer Demand Trajectories
(customers’ willingness to pay
performance)
LEGEND
Source material: Disruptive Innovation Primer
https://flevy.com/browse/flevypro/disruptive-innovation-primer-2542

Insert headline
Disruptive Innovation (4 Elements of Disruptive Elements) – TEMPLATE
Source: How Useful Is the Theory of Disruptive Innovation, King and Baatartotokh, MIT Sloan Management Review, 2015
CUSTOMER NEEDS
ProductPerformance
Incumbents improving
along a trajectory of
sustainable innovation
Incumbents flounder as
a result of the
disruption
Incumbents have the
capability to respond but
fail to exploit itSustaining
innovation
overshoots
customer needs
1
2
3
4
time
Source material: Disruptive Innovation Primer
https://flevy.com/browse/flevypro/disruptive-innovation-primer-2542

Insert headline
Distinctive Capabilities – TEMPLATE
Source material: Distinctive Capabilities Framework
https://flevy.com/browse/flevypro/distinctive-capabilities-framework-2657
ARCHITECTURE
INNOVATION
REPUTATION
It is a structure of
relational contacts
within or around the
organization with
customers, suppliers
and with employees
This includes customer's
own experience, quality
signals, guarantee, word
of mouth spreading,
warranty, association
with other brands and
staking the reputation,
once it is established
Innovation can lead to
competitive advantage
and thus can prove to be
a harbinger of success

Architecture Reputation
Innovation
Insert headline
Distinctive Capabilities – TEMPLATE ALTERNATIVE
relational contacts
organization with
and with employees
of mouth spreading,
DISTINCTIVE
CAPABILITIES

Insert headline
Distinctive Capabilities – TEMPLATE ALTERNATIVE
ARCHITECTURE REPUTATION
INNOVATION
Distinctive
capabilities
relational contacts
organization with
and with employees
of mouth spreading,

Insert headline
Four Approaches to Ambidexterity – TEMPLATE
Source: Ambidexterity: The Art of Thriving in Complex Environments, BCG, 2013
Separate units
that require
different styles
Source styles externally
Empower individuals to choose
the appropriate styles
Intentionally manage switching
between styles
Static
Separation
Switching
Self-
Organizing
External
ecosystem
Diversity
Dynamism

Insert headline
Greiner Growth Model – TEMPLATE
Source material: Greiner Growth Model
https://flevy.com/browse/flevypro/greiner-growth-model-2660
Source: Evolution and Revolution as Organizations Grow, Greiner, 1972, Harvard Business Review
Stage 1 Stage 2 Stage 3 Stage 4 Stage 5
Growth
through
Creativity Direction Delegation
Coordination &
Monitoring
Collaboration
Large
Small
Size of
organization
Youn
g
Mature
Age of the organization
Crisis of
leadership
Crisis of
Autonomy
Crisis of Control
Crisis of Red tape
Crisis of internal
growth
Evolution Revolution

Insert headline
Greiner Growth Model – TEMPLATE ALTERNATE
Source: Evolution and Revolution as Organizations Grow, Greiner, 1972, Harvard Business Review
Stage 1 Stage 2 Stage 3 Stage 4 Stage 5
Growth
through
Large
Small
Size of
Organization
Youn
g
Mature
Age of the Organization
Crisis of
leadership
Crisis of
Autonomy
Crisis of Control
Crisis of Red tape
Crisis of internal
growth
Evolution Revolution
Creativity Direction Delegation
Coordination &
Monitoring
Collaboration
Source material: Greiner Growth Model
https://flevy.com/browse/flevypro/greiner-growth-model-2660

Insert headline
Kano Customer Satisfaction Model – TEMPLATE
Functionality
Satisfaction
Performance
Attractive
Must-Be
Indifferent
filler text
filler text
filler text
filler text
Source material: Kano Customer Satisfaction Model
https://flevy.com/browse/flevypro/kano-customer-satisfaction-model-2425

Insert headline
Kepner-Tregoe Model (4 Rational Processes) – TEMPLATE
SITUATION
ANALYSIS
PROBLEM
ANALYSIS
DECISION
ANALYSIS
POTENTIAL
PROBLEM
ANALYSIS
Source material: Kepner-Tregoe Model
https://flevy.com/browse/flevypro/kepner-tregoe-method-2715

Insert headline
4 Rational Processes – TEMPLATE
SITUATION
ANALYSIS
PROBLEM
ANALYSIS
DECISION
ANALYSIS
POTENTIAL
PROBLEM
ANALYSIS
text
text
text
text

Insert headline
Kepner-Tregoe Matrix – TEMPLATE
Identify
likely
causes
Plan
contingent
action
Set triggers
POTENTIAL
PROBLEM
ANALYSIS
Take
preventiv
e action
Identify
potential
problems
Assess
risks
DECISION
ANALYSIS
State
decision
Clarify
purpose
Make
decision
Evaluate
alternatives
PROBLEM
ANALYSIS
Identify
possible
causes
Evaluate
possible
causes
Confirm
true
cause
Describe
problem
Think
beyond the
fix
SITUATION
APPRAISAL

Insert headline
McKinsey 7-S Strategy Model – TEMPLATE
Structure
Systems
Style
Staff
Skills
Strategy
Shared
Values
Source material: 8 Attributes of Management Excellence
https://flevy.com/browse/flevypro/8-attributes-of-management-excellence-2472

Insert headline
McKinsey Customer Decision Journey
Source material: Consumer Decision Journey
https://flevy.com/browse/flevypro/consumer-decision-journey-1723
Initial
Consideration
Set
Moment of
Purchase
Active Evaluation
Post-purchase Experience
1
3
2
4
Ongoing exposure
Source: Consumer Decision Journey, McKinsey & Co., 2009

Initial
Consideration
Active
Evaluation
Moment of
Purchase
Post-purchase
Experience
Continuation
of Evaluation
Insert headline
McKinsey Customer Decision Journey (Social Media) – TEMPLATE
Source: Demystifying Social Media, McKinsey & Co., 2012
1
2
3
4
1. Monitor
social channels for
trends, insights
Brand Monitoring Crisis Management Referrals and
Recommendations
Brand Content
Awareness
Product Launches
Targeted Deals and
Offers
Customer Service Fostering
Communities
Customer Input
Brand Advocacy
2. Respond
to consumers’
comments
3. Amplify
current positive
activity and tone
4. Lead
changes in behavior
or sentimentPhases of Journey

Insert headline
Strategic Management Maturity Model – TEMPLATE
Culture and Values
Strategic Thinking and
Planning
Strategic Alignment
1
2
3
4
Performance Measurement
Performance Management
Process Improvement
Leadership
Sustainability of Strategic
Management
5
6
7
8
STAGE 2
Reactive
STAGE 3
Structured
and
Proactive
STAGE 4
Managed
and
Focused
STAGE 5
Continuous
Improvement
STAGE 1
Ad Hoc and
Static

Insert headline
Strategic Management Maturity Model – TEMPLATE ALTERNATE
STAGE 2
Reactive
STAGE 3
Structured
and
Proactive
STAGE 4
Managed
and
Focused
STAGE 5
Continuous
Improvement
STAGE 1
Ad Hoc and
Static

Insert headline
Strategic Management Maturity Model – TEMPLATE ALTERNATE
STAGE 2 STAGE 3 STAGE 4 STAGE 5STAGE 1
Reactive Structured and
Proactive
Managed and
Focused
Continuous
Improvement
Ad Hoc and
Static

Insert headline
Strategic Planning and Execution Approach – TEMPLATE
Source material: Best Practices in Strategic Planning
https://flevy.com/browse/flevypro/best-practices-in-strategic-planning-2738
Source: Four Best Practices of Strategic Planning, BCG, 2016
Planning Processes (Top Down + Bottom Up) Execution Processes
Define key
strategic
questions;
design process
Review
challenge,
consolidate,
and approve
high-level
plans
Approve plans;
allocate
resources to
support plans
Develop high-
level plan;
articulate
options
Develop
detailed
strategic plans
Vision
and
Ambition
CORPORATE
BUSINESS
UNIT
Communicate
the strategy
Align
incentives
Define
success
metrics
Mobilize
via strategic
initiatives
Strategic Dialogue Strategic Planning Strategy Execution

Insert headline
Strategy Map – TEMPLATE
Financial
Perspective
Customer
Perspective
Process
Perspective
Learning &
Growth
Perspective
Productivity Strategy Growth Strategy
Operations Management
Processes
 Supply
 Produce
 Distribute
 Manage Risk
Customer Management
Processes
 Select Customers
 Acquire New Customers
 Retain Existing Customers
 Grow Business with
Customers
Innovation
Processes
 Identify New Opportunities
 Select the R&D Portfolio
 Design and Develop
 Launch
Regulatory & Social
Processes
 Environment
 Safety & Health
 Employment
 Community
Long-term
Shareholder
Value
Expand Revenue
Opportunities
Enhance
Customer Value
Human Capital
Information Capital
Organization Capital
Culture Leadership Alignment Teamwork
Improve Cost
Structure
Increase Asset
Utilization
Customer value Proposition
Product/Service Attributes Relationship Image
FunctionalityPrice Selection BrandQuality Availability Service Partnership
Source material: Strategy Map
https://flevy.com/browse/flevypro/strategy-map-2488

Insert headline
Strategy Map – TEMPLATE ALTERNATE
Financial
Perspective
Customer
Perspective
Internal
Perspective
 Supply
 Production
 Distribution
 Risk Management
Operations Management
Processes
 Selection
 Acquisition
 Retention
 Growth
Customer Management
Processes
 Opportunity ID
 R&D Portfolio
 Design/Develop
 Launch
Innovation
Processes
 Environment
 Safety & Health
 Employment
 Community
Regulatory & Social
Processes
Productivity Strategy Growth Strategy
Long-term
Shareholder
Value
Expand Revenue
Opportunities
Enhance
Customer value
Improve Cost
Structure
Increase Asset
utilization
Learning &
Growth
Perspective
Information Capital
Human Capital

Insert headline
Strategy Map – TEMPLATE ALTERNATE
Learning &
Growth
Perspective
Information Capital
Human Capital
Financial
Perspective
Customer
Perspective
Internal
Perspective
Operations
Management Processes
Customer Management
Processes
Innovation
Processes
Regulatory & Social
Processes
Productivity Strategy Long-term
Shareholder
Value
Growth Strategy
Expand Revenue
Opportunities
Enhance
Customer value
Improve Cost
Structure
Increase Asset
utilization

Insert headline
Strategy Palette – TEMPLATE
Source material: Strategy Palette Primer
https://flevy.com/browse/flevypro/strategy-palette-primer-2749
Renewal
Adaptive Shaping
Classical Visionary
Malleability
Unpredictability
Harshness
filler text
filler text
filler text
filler text

Insert headline
Strategy Palette – TEMPLATE ALTERNATE
CLASSICAL
I can predict it,
but I can’t change it
Be Big
ADAPTIVE I can’t
predict it and I can’t
change it
Be Fast
VISIONARY I can
predict it and I can
change it
Be First
SHAPINGE I can’t
predict it, but I can
change it
Be the
orchestrator
RENEWAL
My resources are
severely constrained
Be Viable
Source material: Strategy Palette Primer
https://flevy.com/browse/flevypro/strategy-palette-primer-2749

Insert headline
Structure-Conduct-Performance Framework – TEMPLATE
Source material: Structure-Conduct-Performance (SCP)
https://flevy.com/browse/flevypro/structure-conduct-performance-scp-2732
External
Conditions erformanceerformancetructuretructureS onductonductC P
Feedback
text, filler text
text, filler text
text, filler text
text, filler text
text, filler text
text, filler text
text, filler text
text, filler text
text, filler text
text, filler text
text, filler text
text, filler text

Insert headline
Structure-Conduct-Performance Framework – TEMPLATE ALTERNATE
text, filler text
text, filler text
text, filler text
text, filler text
text, filler text
text, filler text
text, filler text
text, filler text
text, filler text
text, filler text
text, filler text
text, filler text
EXTERNAL
CONDITIONS
STRUCTURE CONDUCT PERFORMANCE
Source material: Structure-Conduct-Performance (SCP)
https://flevy.com/browse/flevypro/structure-conduct-performance-scp-2732

Insert headline
Transformation Trajectories – TEMPLATE
Source material: Two Phases of Business Transformation
https://flevy.com/browse/flevypro/two-phases-of-business-transformation-2744
New Strategy,
Vision, or
Business Model
PHASE 1 PHASE 2
Trigger Operational
Turnaround
Adaptive Innovation
TSR
Time
1
2

Insert headline
Value Differentiation (Value-Differentiation Matrix) – TEMPLATE
Source material: Customer Value Proposition
http://flevy.com/browse/flevypro/customer-value-proposition-2369
VALUE TO
THE
CUSTOMER
High
Low
Low HighDIFFERENTIATION
Does this
truly fulfill
the
customer’s
needs?
How unique is it from what our
competitors offers?
TABLE STAKES
Features that are important
to customer, but
are provided by all
competitors at a similar level.
GAME
CHANGERS
NEUTRALS
Features that are irrelevant to
consumers.
FOOL’S GOLD
These are distinctive, but do
not drive true value. These
“nice-to-have” attributes alone
will not meet the customer’s
basic needs.

Insert headline
Value Differentiation – TEMPLATE
POTENTIAL
EFFECT
High
Low
Low High
CHANGE IMPACT
GAME
CHANGERS
Existing
offerings
New
offerings
Game
Changers
ROI

Insert headline
Value Perception Gap
Value Perception Gap
SELLER
Value Proposition
CUSTOMER
Value Perception

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