1. CONFIDENTIAL Frequently Used Template

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102. 101 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

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104. 103 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

105. 104 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

106. 105 Competitive position Low Medium High Product/market attractiveness LowMediumHigh BUSS PORTFOLIO Unit of measure *Footnote Source:Source

107. 106 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

108. 107 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

109. 108 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

110. 109 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

111. 110 Restructuring framework 1 5 43 2 PENTAGON Unit of measure *Footnote Source:Source

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114. 113 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

115. 114 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

116. 115 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

117. 116 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

118. 117 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

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123. 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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147. CONFIDENTIAL Frequently Used Template Named Objects 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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149. 148 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

150. 149 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

151. 150 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

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153. 152 MCKINSEY LOGO Unit of measure *Footnote Source:Source

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159. 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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165. 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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206. 205 Unit of measure *Footnote Source:Source Title Text

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208. 207 Unit of measure *Footnote Source:Source Title Text Title Text Title Text Title Text

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222. 221 TEAM STRUCTURE *Footnote Source:Source Title ClientMcKinsey Expert group

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289. 288 ROIC TREE ANALYSIS Percent Title

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298. 297 Unit of measure *Footnote Source:Source Title Measure Title Measure Title Measure Title Measure

299. 298 Unit of measure *Footnote Source:Source Title Measure Text Title Measure

300. 299 Unit of measure *Footnote Source:Source Title Measure Title Measure Title Measure Title Measure

301. 300 Unit of measure *Footnote Source:Source Title (Measure) Title Measure Title (Measure)

302. 301 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

303. 302 High Medium Low

304. 303 STICKER AND OTHERS Text

305. 304 MAPS

306. 305 APPENDIX

307. 306 END OF DOC