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1、StructureStaffSystemsStyleSkillsSharedValuesStrategySupportingorganizationCentralizedThewinningformula7-SFRAMEWORKSinglenoblepurposeStrategySkillsSharedValuesStructureStaffStyleSystems7-SFRAMEWORK:Thewinningformulasetsthegoalsandstandardsfortheorganizationsandi
2、dentifiesthekeyskillsrequiredThesupportingorganizationprovidesquidance,motivationandmonitoringtoseethattherightdecisionsaremadeSinglenoblepurposeThewinningformulaSupportingorganizationStrategySkillsSharedValuesStructureStaffStyleSystems7-SFRAMEWORK:STRATEGYAnin
3、tegratedsetofactionstodeliveraSuperiorvaluetoachosensetofCustomerswithacoststructurethatAllowscontinuingexcellentreturnsWhichcustomersdoesthecompanytarget?Whichproducts/servicesdoesitoffer?Howcanitserveitscustomerseffective?Howcanthecompanybuildasustainableadva
4、ntageovercompetition?Whatarethestrategicprioritiesforthecompany?Whataretheactionsrequiredacrossdifferentfunctionalelements.StrategySkillsSharedValuesStructureStaffStyleSystems7-SFRAMEWORK:SHAREDVALUESHowdopeopleintheorganizationdescribethewaywedothingsaroundher
5、e?E.g.,-Howdecisionsaretaken-Howimportantstakeholdersaredealtwith-Howthinggetdown-WhatpreoccupiesseniormanagementThoseideasofwhatisrightanddesirable(inCorporateand/orindividualbehavior)whichAretypicaloftheorganizationandcommonTomostofitsmembersHowdopeopleintheo
6、rganizationdescribethewayinwhichitisdistinctive?Whichthingsgetmostandleastmanagementattention?E.g.,-Markets,productlines-Organizationalunits-ShortversuslongtermissuesStrategySharedValuesStructureStaffStyleSystems7-SFRAMEWORK:SKILLSCapabilitiespossessedbytheorga
7、nizationAsawholeasdistinctfromthoseofindividualsSkillswhatbusinessactivitiesimportanttoitssuccessisthecompanydistinctivelygoodatperforming?Whatbusinessactivities–importanttoitssuccess–isthecompanyweakatperforming?.Howareimportantbusinessactivitieschanging?Whati
8、mportantmanagementactivitiesmustthecompanyperformmuchbetterthanitdoesnow?-Non-businesssystemfunction–e.g.,peopledevelopment,industrialrelations,etc.-Specialmanagementchallen
