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65. 64 The way managers collectively behave with respect to use of time, attention, and symbolic actions The people in the organization, considered in terms of corporate demographics, not individual personalities The organization chart and accompanying baggage that show who 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 done from day to day A coherent set of actions aimed at gaining a sustainable advantage over competition Capabilities possessed by the organization as a whole as distinct from the individuals. Some companies perform extraordinary feats with ordinary people Staff SystemsStyle Shared Values Structure Skills Strategy 2S-5S Unit of measure *Footnote Source:Source

66. 65 Customer Clients Distributors Competitors Suppliers 3CS TRIANGLE Unit of measure *Footnote Source:Source

67. 66 Skills Shared values Strategy Staff Structure Systems Style A coherent set of actions aimed at gaining a sustainable advantage over competition The organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated The people in the organization, considered in terms of corporate demographics, not individual personalities The way managers collectively behave with respect to use of time, attention and symbolic actions The processes and procedures through which things get done from day-to-day 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 Capabilities possessed by the organization as a whole as distinct from the individuals. Some companies perform extraordinary feats with ordinary people 3S-4S Unit of measure *Footnote Source:Source

68. 67 Style Structure Staff Strategy Systems Skills Shared values The way managers collectively behave with respect to use of time, attention and symbolic actions Capabilities possessed by the organization as a whole as distinct from the individuals. Some companies perform extraordinary feats with ordinary people 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 and procedures through which things get done from day-to-day The organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated The people in the organization, considered in terms of corporate demographics, not individual personalities A coherent set of actions aimed at gaining a sustainable advantage over competition 7S7S Unit of measure *Footnote Source:Source

69. 68 Competitive position Low Medium High Product/market attractiveness LowMediumHigh BUSS PORTFOLIO Unit of measure *Footnote Source:Source

70. 69 Change vision Chief Executive Leadership groups Down the line External constitution Commitment ConvictionCourage Capability Individual activity Enabling devices CHANGE BOARD Unit of measure *Footnote Source:Source

71. 70 Delta P Vision and Leadership Organizational Infrastructure Performance Measurement People Development Communications Problem Solving Process Client managers (particularly middle management) have skill to lead program implementation Change in actual behavior Action plans sufficient to achieve goals Agreement on objectives by line management Management of high- involvement process Implementation or near implementation of required structure and systems Flow of 2-way communications People’s understanding, belief and contribution to act on vision and action plans Accurate measurement of action and results Clear accountabilities Early wins Visible demonstration of new vision and values by client leadership DELTA P Unit of measure *Footnote Source:Source

72. 71 Natural owner Relative ability to extract value LowMedium Value-creation potential in business unit High Corporate center skills Business unit linkages Taxation/ valuation differences Industry attractiveness Competitive position Restructuring/rationalization opportunities “One of the pack” Retain and give top priority Retain and give priority Retain and manage for code or liquidate Probably divest DivestDivest or liquidate MACS Unit of measure *Footnote Source:Source

73. 72 Business Strategy Manufacturing Strategy Configuration Systems Research Focus Labor Policy Product Design Make vs. Buy Organization Process Design MANUFACTURING STRATEGY Unit of measure *Footnote Source:Source

74. 73 Restructuring framework 1 5 43 2 PENTAGON Unit of measure *Footnote Source:Source

75. 74 Benefit Price Competitive disadvantage Competitive advantage PRICE BENEFIT Unit of measure *Footnote Source:Source

76. 75 Appraise performance and prospects Develop strategy Redesign pivotal jobs Design the skill building process Assess change readiness Top down action programs Bottom up action programs 1 2 4 5 6 7 8 3 SMILE CHART Unit of measure *Footnote Source:Source

77. 76 3. Create and pursue a unique advantage 2. Resegment the market to create a niche 4. Exploit unique advantage industrywide 1. Do more and better of the same When to compete STRAT GAMEBOARD Unit of measure *Footnote Source:Source

78. 77 Stage 1 Stage 2 Stage 3 Stage 4 Value system Strategic manage- ment Externally orientated planning Forecast based planning Budget planning Meet budget and schedule Predict the future Think strategically Create the future STRAT MANAGE Unit of measure *Footnote Source:Source

79. 78 Selling margin Contribution Sales Selling rate Sales Available selling time Effectiveness Contribution Available selling time Productivity Contribution Total selling costs Efficiency Available selling time Total selling costs Utilization Available selling time Total sales time Support intensity Support costs Total selling costs Support leverage Total sales time Support costs TREE PRODUCTIVITY Unit of measure *Footnote Source:Source

80. 79 Maximize shareholder value Grow through cultural initiative Redeploy assets Improve core business performance Grow through acquisition and/or merger Adopt sound financing approach VALUE CREATION Unit of measure *Footnote Source:Source

81. 80 Real Perceived Client’s relative ability to extract value Corporate center skills Linkages between business units Financial ownership fit Industry restructure Internal controller Shared resources Transfer of capability Vertical integration Differences in tax position Existence of non-cases objectives Inefficiencies in financial markets Difference in valuation technique VALUE SOURCES Unit of measure *Footnote Source:Source

82. 81 GANTT10 Header Text Unit of measure *Footnote Source:Source

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86. CONFIDENTIAL Frequently Used Template Data Driven Template June 2002 This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey & Company. This material was used by McKinsey & Company during an oral presentation; it is not a complete record of the discussion.

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112. 111 DISCLAIMERS CLIENT This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey & Company. Unit of measure *Footnote Source:Source

113. 112 DISCLAIMERS INTERNAL This report contains information that is confidential and proprietary to McKinsey & Company and is solely for the use of McKinsey & Company personnel. No part of it may be used, circulated, quoted, or reproduced for distribution outside McKinsey & Company. If you are not the intended recipient of this report, you are hereby notified that the use, circulation, quoting, or reproducing of this report is strictly prohibited and may be unlawful. Unit of measure *Footnote Source:Source

114. 113 DISCLAIMERS PRESENTATION This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey & Company. This material was used by McKinsey & Company during an oral presentation; it is not a complete record of the discussion. Unit of measure *Footnote Source:Source

115. 114 LEGENDS Legend Unit of measure *Footnote Source:Source

116. 115 MCKINSEY LOGO Unit of measure *Footnote Source:Source

117. 116 MISC  – Unit of measure *Footnote Source:Source

118. 117 MOONS Legend Low Medium High Low Medium High Unit of measure *Footnote Source:Source

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121. 120 WORLD MAP Unit of measure *Footnote Source:Source

122. CONFIDENTIAL Frequently Used Template Text Template June 2002 This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey & Company. This material was used by McKinsey & Company during an oral presentation; it is not a complete record of the discussion.

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127. 126 PPT TABLE 6 Heading Text Unit of measure *Footnote Source:Source

128. CONFIDENTIAL Frequently Used Template SEO VA Template June 2002 This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey & Company. This material was used by McKinsey & Company during an oral presentation; it is not a complete record of the discussion.

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131. 130 Unit of measure *Footnote Source:Source Title Text Title Text

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143. 142 3-STEP Text

144. 143 4-STEP Text

145. 144 5-STEP Text

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157. 156 FLOW 5 TITLE Unit of measure *Footnote Source:Source Text Header Text Header Text

158. 157 HORIZONTAL FLOW 3 Unit of measure *Footnote Source:Source Text Title Text

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162. 161 HORIZONTAL FLOW 7 Unit of measure *Footnote Source:Source Title Text

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167. 166 SQUARE FLOW Unit of measure *Footnote Source:Source Text

168. 167 FRAMEWORK Unit of measure *Footnote Source:Source Text

169. 168 Unit of measure *Footnote Source:Source Title Text

170. 169 Unit of measure *Footnote Source:Source Title Text Title Text

171. 170 Unit of measure *Footnote Source:Source Title Text Title Text Title Text Title Text

172. 171 xxxxx Title Text Title Text Title Text Title Text

173. 172 Unit of measure *Footnote Source:Source Title Title Title

174. 173 Unit of measure *Footnote Source:Source Title Text Title Text Title

175. 174 Unit of measure *Footnote Source:Source Text

176. 175 Unit of measure *Footnote Source:Source Text

177. 176 SCP *Footnote Source:Source xxx xxxx erformance tructure onduct External shock SCP

178. 177 Unit of measure *Footnote Source:Source Text

179. 178 Unit of measure *Footnote Source:Source Text

180. 179 Unit of measure *Footnote Source:Source Text

181. 180 Unit of measure *Footnote Source:Source Text Title Text Title Text Title Text Title Text Title Text

182. 181 Unit of measure *Footnote Source:Source Text

183. 182 Unit of measure *Footnote Source:Source Text Title

184. 183 *Footnote Source:Source Title Text

185. 184 TEAM STRUCTURE *Footnote Source:Source Title ClientMcKinsey Expert group

186. 185 Unit of measure *Footnote Source:Source Text

187. 186 Unit of measure *Footnote Source:Source Text

188. 187 Title Text Title Text Title Text Unit of measure *Footnote Source:Source Title

189. 188 Unit of measure *Footnote Source:Source Title Text Title Text Title Text Title Text Title

190. 189 Title Text Title Text Title Text Title

191. 190 Unit of measure *Footnote Source:Source Text

192. 191 Sub title Risk management Title

193. 192 Unit of measure *Footnote Source:Source Text

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195. 194 CYCLE 2 Text Unit of measure *Footnote Source:Source Text

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199. 198 CYCLE 4 Text Unit of measure *Footnote Source:Source Text

200. 199 CYCLE 5 Text Unit of measure *Footnote Source:Source Text

201. 200 CYCLE 5 Text Unit of measure *Footnote Source:Source Text

202. 201 CYCLE 6 Text Unit of measure *Footnote Source:Source Text

203. 202 CYCLE 6 Text Unit of measure *Footnote Source:Source Text

204. 203 FORCES AT WORK Unit of measure *Footnote Source:Source Text

205. 204 2 BY 2 MATRIX Unit of measure *Footnote Source:Source High Low HighLow Text

206. 205 Text LowMediumHigh Text Low High 2 BY 3 MATRIX Unit of measure *Footnote Source:Source Text

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210. 209 STUDY OBJECTIVE Unit of measure *Footnote Source:Source Text

211. 210 Text LEVEL 03 Unit of measure *Footnote Source:Source Text

212. 211 Text LEVEL 04 Unit of measure *Footnote Source:Source Text

213. 212 Text LEVEL 09 Unit of measure *Footnote Source:Source Text

214. 213 GANTT – 4 WEEK Unit of measure *Footnote Source:Source Text

215. 214 Unit of measure *Footnote Source:Source Text

216. 215 Unit of measure *Footnote Source:Source Text

217. 216 Unit of measure *Footnote Source:Source Text

218. 217 Unit of measure *Footnote Source:Source Text 1234 1234 1234 1234

219. 218 Unit of measure *Footnote Source:Source Text 1234 1234 1234 1234 1234

220. 219 Unit of measure *Footnote Source:Source Text 1234 1234 1234 1234 1234 1234

221. 220 Unit of measure *Footnote Source:Source Text 1234 1234 1234 1234 1234 1234 1234

222. 221 Unit of measure *Footnote Source:Source Text 1234 1234 1234 1234 1234 1234 1234 1234

223. 222 Unit of measure *Footnote Source:Source Text 1234 1234 1234 1234 1234 1234 1234 1234 1234

224. 223 Unit of measure *Footnote Source:Source Text 1234 1234 1234 1234 1234 1234 1234 1234 1234 1234

225. 224 Unit of measure *Footnote Source:Source Text 1234 1234 1234 1234 1234 1234 1234 1234 1234 1234 1234 1234

226. 225 Unit of measure *Footnote Source:Source Text 12345678 9101112

227. 226 Unit of measure *Footnote Source:Source Text 12345678 910111212345678 Text 9101112

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250. 249 Unit of measure *Footnote Source:Source Title (Measure) Text Title Measure

251. 250 Unit of measure *Footnote Source:Source Title (Measure) Text Title (Measure) Text Title (Measure) Text Title (Measure) Text Title (Measure) Text Title (Measure) Text Title (Measure) Text Title (Measure) Text Title (Measure) Text

252. 251 ROIC TREE ANALYSIS Percent Title

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256. 255 Unit of measure *Footnote Source:Source Title Measure Label 1 Label 2 Label 3 Label 4 Label 5 100% = xxxx Title Measure Label 1 Label 2 Label 3 Label 4 Label 5 100% = xxxx

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258. 257 Unit of measure *Footnote Source:Source Label 1 Label 2 Label 3 Label 4 Label 5 100% = xxxx Title Measure Label 1 Label 2 Label 3 Label 4 Label 5 100% = xxxx Title Measure Label 1 Label 2 Label 3 Label 4 Label 5 100% = xxxx Title Measure Label 1 Label 2 Label 3 Label 4 Label 5 100% = xxxx Title Measure

259. 258 Unit of measure *Footnote Source:Source Title Measure Title Measure

260. 259 Unit of measure *Footnote Source:Source Title Measure Title Measure Title Measure

261. 260 Unit of measure *Footnote Source:Source Title Measure Title Measure Title Measure Title Measure

262. 261 Unit of measure *Footnote Source:Source Title Measure Text Title Measure

263. 262 Unit of measure *Footnote Source:Source Title Measure Title Measure Title Measure Title Measure

264. 263 Unit of measure *Footnote Source:Source Title (Measure) Title Measure Title (Measure)

265. 264 STICKER AND OTHERS EXAMPLE ESTIMATE PROPOSED CONCEPTUAL PRELIMINARY ROUGH ESTIMATE TO BE COMPLETED ONLY FOR DISCUSSION WORK IN PROGRESS BACK UP REVISED TENTATIVE HYPOTHESIS ILLUSTRATIVE CONFIDENTIAL VERY PRELIMINARY STICKER AUTOMAKER EXAMPLE ESTIMATE PROPOSED CONCEPTUAL PRELIMINARY ROUGH ESTIMATE TO BE COMPLETED ONLY FOR DISCUSSION WORK IN PROGRESS BACK UP REVISED TENTATIVE HYPOTHESIS ILLUSTRATIVE CONFIDENTIAL VERY PRELIMINARY

266. 265 High Medium Low

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268. 267 MAPS