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Frameworks

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Strategic frameworks
Value chains
Architectures
Path/evolution
Program/team management
Portfolio management

Booz & Company

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Strategic frameworks
Value chains
Architectures
Path/evolution
Program/team management
Portfolio management

Booz & Company

DATE
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Strategic framework: Pricing strategy based on market lifecycle

Business School Framework: Pricing Strategy Based on Market Lifecycle

Sales

Introduction Growth Maturity Decline

Stage GSM

IMS

Time
Description  Often unique  Mature product  Strong demand for  Interest in product
product/first-mover available product, high decreasing
advantage  Product gaining volumes  Preparation of
 Demanded by early mass market successor product
adopters only attention release

Typical  Emphasis on  Primary focus on  Focus on exploiting  Extension of total

implication establishing a market share gains profits from product profitable product
market for new  Increased attention lifetime
on pricing product on profitability
– Second level
strategy

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Strategic framework: 2 x 2 matrix – business process re-
engineering
Business School Framework: 2 x 2 Matrix – Business Process Re-engineering

Uni-dimensional Multi-dimensional

 First level  First level

– Second Level – Second Level
Breadth of business change

Entire business unit

Cross functional

 First level  First level

– Second Level – Second Level
Activity specific

Depth of business change

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Strategic framework: 2 x 2 matrix – operating models

Business School Framework: 2 x 2 Matrix – Operating Models

Centralized Shared
model service
model

Scale &
Efficiency

Distributed
model

Service/Responsiveness

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Strategic framework: 2 x 2 matrix – other

Business School Framework: 2 x 2 Matrix – Operating Models

High predictability

Users:

10’s
1000’s
>1000’s
 External
Level of collaboration

contributors
 Customers

 Partners
 100% of  Suppliers
managers – Planning
(Enterprise
planning)
 Centralized
 Top-down
only
(traditional
planning)
High predictability
Low
predictability Frequency of forecasts

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Strategic framework: Porter's 5 Forces

Business School Framework: Michael Porters's Five Forces Model

New entrants

Text

Text Text

Customers
Text
Suppliers

Rivalry

Text

Substitutes

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Strategic framework: 4 PS

Chart Title – Arial 14pt Bold

Secondary Title – Arial 12pt

 First level Marketing mix  First level

– Second level – Second level

Product Place

Other

Price Promotion

 First level  First level

– Second level – Second level

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Strategic framework: Baselining

Chart Title – Arial 14pt Bold

Secondary Title – Arial 12pt

 First level Opportunities & Market Potential

General – Second level
Context &  First level
Market – Second level
Dynamics

 First level
– Second level

Players
Issues/Risks

 First level
– Second level
 First level
– Second level
Regulatory
Context/
Issues

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Strategic framework: Strategic plan components

Chart Title – Arial 14pt Bold

Secondary Title – Arial 12pt

 First level  First level

– Second level – Second level
Business Business
Concept Concept

 First level  First level

– Second level – Second level
Value Value
Proposition Proposition

 First level  First level

– Second level – Second level
Differen-tiation Differen-tiation
& Basis For & Basis For
Competition Competition

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Strategic framework: Continuous improvement

Chart Title – Arial 14pt Bold

Secondary Title – Arial 12pt

 Is the IT function in service  What is the business

of or a barrier to the Enable trying to achieve? Are the
Set the
business’ objectives? with IT goals results-oriented?
strategy

 Does the organization The  Can the business

Align
understand how the org. continuous Establish
measure the
accountability flows through structure improvement effectiveness of its efforts
the
the business? cycle in objective terms?
metrics

 Does each person in the Define

business understand their Define  Are the business
the
role and responsibilities, the
roles processes optimized and
and how they are expected process
aligned to the objectives?
to contribute?

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Strategic framework: Elements of pricing strategy

Chart Title – Arial 14pt Bold

Secondary Title – Arial 12pt

 Mass market player  Premium player

 High quantities Overall Vision  Overall XXX ambition: Achieve  High quality
 Price leader “market leading position in xx”  Innovation leader
 XXX positioned as premium player

High-price strategy
Low-price strategy

 Commodity product  Unique product

 Limited
Product  Strong innovation
differentiation  XXX video telephony not yet fully specified
 Currently limited differentiation of E/// solution

 Low demand  Strong demand

 Few customers
Demand  Many customers
 Generally low demand for xxx  Multiple non-ISP-based video telephony solutions
 Very few RFPs received for xxxx available
video telephony  Competing IMS-based video telephony solutions not
more advanced
 Strong competition  Weak competition
 Many competitors Competition  Few competitors
 Advanced offerings  Basic offerings

Source: xxx Overall pricing strategy: Text

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Strategic framework: Different innovation models

Chart Title – Arial 14pt Bold

Secondary Title – Arial 12pt
Entrepreneur Sensor Client
“Entrepreneur” Model
Innovation Bottom-up Top-down
culture  Set-up of processes and principles to
– + foster innovation amongst employees
Incentive Non financial Financial community
system
 Focus on reduced time-to-market
– +
Long term Short term
Return on “Sensing” Model
investment – +  Network of innovation antennas spread
Market pull
Technology Market geographically to capture innovation
technology push  Centers of excellence focused on specific
– +
R&D skills
Spread Centralized
Management and
decision processes – + “Client-focused” Model
Centralized Dispersed
Geographic  Innovation is pulled by an internal or an
dispersion – + external client
Acquisition
 Client needs are identified early in the
Partnerships
Partnering innovation process
intensity – +  The development process constantly
ensures alignment of specifications with
“Entrepreneur” model “Sensing” model market requirements
Results from 2nd workshop “Client-focused” model

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Strategic frameworks
Value chains
Architectures
Path/evolution
Program/team management
Portfolio management

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Value chain: Mobile voice and data services

Chart Title – Arial 14pt Bold

Secondary Title – Arial 12pt

Traditional Mobile Value Chain

Voice

Equipment Sales Customer

Network
& device Provision of mobile voice services and care + Customers
operation
mfg marketing billing

New Mobile Value Chain

Application
Application
Voice + Data

service
develop-
provision
Equipment ment Sales Customer
Network Enabling & hosting
& device and care + Customers
operation tech
mfg Content marketing billing
Portal
develop-
service
ment

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Value chain: Energy

Chart Title – Arial 14pt Bold

Secondary Title – Arial 12pt

Energy Energy Energy

Upstream Energy
Transportation Wholesale Retailing
Oil & Gas Processing
& Storage & Trading & Services

 Exploration  Oil & gas pipelines  Oil refining  Intermediaries  Industrial

 Production  Shipping/LNG  Chemicals:  Distributors  Commercial
 Storage – Feedstock  Risk management  Residential
 Trucking – Processing  Service stations
 Power transmission  Gas processing  Multi-utilities
 Power generation
 Cogeneration
 Technology develop-
ment
 Renewals

Exploration Oil & gas pipelines Oil refining Distributors Service stations

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 Value chain: Airline example

• Market Analysis • Network Planning • Leasing vs. buying • Development of new products
• Demand Evaluation • Revenue Management • Fleet requirements • Customer Care strategies
• Marketing Strategy • Strategy Alliances definition

Innovation Product
Market Commercial Fleet
Stream And Service
Planning Processes Planning
Development

Corporate Affairs
• Career • Treasury • IS planning • External relations
development • Budgets • Systems • Legal
• Training • Investments Development • Government relations
Business • Communi- • Internal audit • Systems Corporate • Standards and
Support Human cations
Financing
• Shareholder
IT
Operations affairs and regulations
resources • Incentives relationship • Technical support • Quality and safety
Stream • Capabilities Support services
development Support Services
• Labor relations • Administration
• Recruiting • Account
• Supply Services

Ground
Delivery In-flight
Demand Capture Maintenance Operations And Customer
Stream Operations
Service
• Advertising • Line maintenance • Flight operations • Pre-flight customer service
• Public relations • Overhaul • Safety • On board customer service
• Sales and Distribution • Maintenance engineering • Crew scheduling • Post flight service
management • Ground support • Crew recruiting and training • Frequent flyer programs
• Technical training • Client relationships
• Outsourcing of technical services

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Strategic frameworks
Value chains
Architectures
Path/evolution
Program/team management
Portfolio management

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Architectures: Standards-based, platform/architectural design - 1

Chart Title – Arial 14pt Bold

Secondary Title – Arial 12pt

 Text Discussion
Products
– Second Level
 First level
– Second level
 Text
Platform/architecture – Second Level

 Text
Peripherals – Second Level

 Text
Cores – Second Level

 Text
Memories/structures – Second Level

 Text
Components – Second Level

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Architectures: Standards-based, platform/architectural design - 2

Chart Title – Arial 14pt Bold

Secondary Title – Arial 12pt

Discussion
Products
 First level
– Second level
Platform/architecture

Peripherals

Cores

Memories/structures

Components

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Architectures: Standards-based, platform/architectural design - 3

Chart Title – Arial 14pt Bold

Secondary Title – Arial 12pt

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Confidentiality

Ensures information is accessible only to those

authorized to have access to it

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Architectures: Other

Chart Title – Arial 14pt Bold

Secondary Title – Arial 12pt

Pro-
duct
Platform
architecture
Common libraries/
peripherals

Level of re-use: Cores

Memories/structures

Standard cell/components

Wireles
Market: Automotive Communications
s

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Architectures: Other

Chart Title – Arial 14pt Bold

Secondary Title – Arial 12pt

Strategic Exe-
Discussion
cutive
team  First level
– Second level
Business strategic direction

Service
Tactical
management

Operational Service operations team

Delivery Technology Business

Support center management units

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Strategic frameworks
Value chains
Architectures
Path/evolution
Program/team management
Portfolio management

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Path/evolution: Defining brand equities

Chart Title – Arial 14pt Bold

Secondary Title – Arial 12pt

External
Step 1: Understand customer usage of brands associated with the corporation environment

Step 2: Analyze customer relationship with the corporation and its brands

Step 3: Audit current corporate constituents as perceived by the customer

Step 4: Define desired long term corporate brand equities

Internal
environment Brand equity becomes a set of long term
values and images linked to a corporate
name or symbol that adds to the value
provided by the corporation’s products or
services

Source: Booz & Company analysis

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Path/evolution: Company evolution

Chart Title – Arial 14pt Bold

Secondary Title – Arial 12pt

Organic Growth Acquisitions Discussion

1989 Text  First level

– Second level

1996 Text

1999 Text

2000 Text

2001
Text
2002
Text
2003
Text Text
2004
Text
2005

2006 Text Text

2007 Text

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Path/evolution: Change Management

Chart Title – Arial 14pt Bold

Secondary Title – Arial 12pt
Pursue of low
hanging fruit
Development and Successful
transfer of tools Change
Debate and agreement
Workshops with about targets
line management  Enthusiastically
Be willing
Interviews with to change participate in
management the change
Be able to program
change
Start

Know
how to change  Text
– Second level

CEO Vision

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Path/evolution: Change Management

Chart Title – Arial 14pt Bold

Secondary Title – Arial 12pt

Transition/ongoing
Sustained
leadership
commit.
100 days/transition Leadership Culture
action reinforce-
Culture ment
Leadership harmoni-
alignment Culture zation
vision Communi-
Communi- Communi-
Pre-close cations cations
cations
planning follow-up
execution
Culture HR People
vision identifi- planning People
cation People
identification implemen-
HR tation
Change design
monitoring HR
implemen-
tation
Change
monitoring

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Path/evolution: developing strategy and masterplan

Chart Title – Arial 14pt Bold

Secondary Title – Arial 12pt
Masterplan

Sector specific Strategy Month

priorities and
Activities/Worksteps
A M J J A S O N D J F M

Program Management

Socio- imperatives I.1 Confirm stakeholders objectives

economic Sectoral Plans Project

II.1 Review, refine, and detail

vices
II.2 Develop Council key business

plan
programs t ser
III.1 Develop methodology to

Go v’ Environment III.2 Map Masterplan aligning

n
Vision Educatio
III.3 Develop telec

ined
 Susta
III.4 Develop

m
l refor Health
Readiness III.5 Fine tune

politica
 Long-term Financial services Usage Primary Objectives
Program Charter # xx (Quarter 4 2005)

Deliverables

Vision
Program Charter # xx (Quarter 4 2005)

economic dev Tourism & sports

Primary Objectives Deliverables

 Equ

Tourism & sports

itab Transport Project
devel le social
External Skills

Finance
Education
Health

Other
opme charters
Key External Skills
Project

Oil and
Metrics
(3-4 Max)

nt g as
Key
Project
Metrics
(3-4 Max)

ICT Council
Project Sponsor
Council
Resources

ICT Council
Project Manager

Manu Council Council

factu
Project Sponsor Project Manager

ring

Operating
model

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Path/evolution: Focus areas of process flows

Chart Title – Arial 14pt Bold

1a Secondary Title – Arial 12pt
The new web-site will require a 2
separate log-in for mail order;
some functionality may be lost Though disruption is expected to
be minimal, some pharmacies may
not remain in the network

6
Member services (in-
1 sourced and out
sourced) will likely
A new card will be needed; due to register a significant
renewals/other projects, some increase in call volume
members will get multiple cards due to queries related to
the transition
3 Member presents
the prescriptions
(unchanged)
4
Mail order will remain largely 5
unchanged through in-sourcing Due to formulary changes, some
drugs may no longer be preferred
Customer payments will change
due to new drug prices
Lower Potential for disruption Higher
Source: xxx

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Path/evolution: Implementation roadmap

Chart Title – Arial 14pt Bold

Secondary Title – Arial 12pt

Phase I:
Phase II:
Go/ Business Case Go/ Go/ Phase III:
Commercial
No-go Development No-go No-go Launch
Pilots
and Structuring

 Text  Text  Text  Text  Text  Text

– Second level – Second level – Second level

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Strategic frameworks
Value chains
Architectures
Path/evolution
Program/team management
Portfolio management

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Program/Team Management: Team calendar

Chart Title – Arial 14pt Bold

Secondary Title – Arial 12pt
Month Month Month

M T W T F M T W T F M T W T F

2 3 4 5 6 1 2 3 1 2 3
B C 4 E
9 10 11 12 13 6 7 8 9 10 6 7 8 9 10
C D
16 17 18 19 20 13 14 15 16 17 13 14 15 16 17
I II 5 III
A 1 D E
23 24 25 26 27 20 21 22 23 24 20 21 22 23 24
2 3 E
30 31 27 28 27 28 29 30 31
6
B

Milestones Offsites Workshops Staff Meeting

I – Phase I complete 1 – Meeting scope & deliverables A – Kickoff workshop 1 -2 hour staff meetings in weeks
II – Phase II complete 2 – Meeting scope & deliverables B – Analytic goals (2) without offsites to review on going
3 – Meeting scope & deliverables C – Data architecture (2) operations, transition issues,
III – Phase II complete 4 – Meeting scope & deliverables D – Synthesis (2) deepen understanding of
? – OUS’s operational 5 – Meeting scope & deliverables E – Targeting pilot (3) capabilities. rotating location
6 – Meeting scope & deliverables

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Program/Team Management: PMO Update Report (think-cell)

Document title Date Page

Work stream: project status report Project manager: 1/23/2007 1 of 1

Detailed project progress

January February March April May June July

Work step 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27
1.
2.
3.
4.
5.
6.
7.

Completed Behind schedule Future activities

Text New/Updated project risks/issues

ID Description Mitigation Status Owner

 Text
– Second level 1

Risk Level Low Moderate High

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Program/Team Management: PMO Update Report (PPT table)

Document title Date Page

Work stream: project status report Project manager: 1/23/2007 1 of 1

Detailed Project Progress

January February March April May June J

Work step Wk 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27
1.
2.
3.
4.
5.
6.
7.

Completed Behind schedule Future activities

Text New/Updated project risks/issues

ID Description Mitigation Status Owner

 Text
– Second level 1

Risk Level Low Moderate High

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Program/Team Management: Project roles and responsibilities

Chart Title – Arial 14pt Bold

Secondary Title – Arial 12pt

Role Model Responsibilities

Business platform  Determines business needs and requirements for IT systems
manager  Develops and presents business case for investment following request classification
 Acts as Project Sponsor or co-Project Manager during execution

Account manager  Main Point of Contact for clients towards demand management
 Owns the client relationship, coaches Project Managers and Business Analysts as needed
 Helps size, scope and file requests for IT services
 Informed about all requests going on in his domain (i.e., status information)
Project manager or  Point of Contact regarding project management issues (tracking, milestones, etc.) following
application manager approval of a request
(Functional role)  Responsible for a specific request or a set of requests (i.e., project) and operationally works with
internal clients during the whole project lifecycle
 If only a single request is handled, the Project Manager will most likely be a Business Analyst
 If several requests are handled, (i.e., a project is created) the Project Manager will most likely be
an Account Manager and several Business Analysts will work on the project

Business analyst  Point of Contact for technology to solve functional issues

 Expert for sizing and scoping work efforts
 Writes the functional analysis specification

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Program/Team Management: Interview Guide

Chart Title – Arial 14pt Bold

Secondary Title – Arial 12pt

Interview Details Key Takeaways

 Text 1. Text
2. Text
1. Text

Topic 1 Topic 2 Topic 3

 Text  Text  Text

Other Information Open Questions/Information Gaps Next Steps/Follow-up

 Text  Text  Text
– Text

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Program/Team Management: Project Approach

Proposed Approach

III. Opportunity identification, sizing IV. Implementation

I. Project launch II. Baselining
and prioritization planning

2 Weeks 3 Weeks 6 Weeks 3 Weeks

4 5
Function by Opportunity
1
Initial framing – function prioritization and
strategic opportunity improvement
objectives and analyses potential
principles 3 Process base- 7
Key recom-
lining and
Iterative mendations and
organizational
approach implementation
2 model
planning
assessment
Communication 6
plan
Organizational blueprint

14 weeks
Feb 11 May 15

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Strategic frameworks
Value chains
Architectures
Path/evolution
Program/team management
Portfolio management

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Project portfolio
SAMPLE
Chart Title – Arial 14pt Bold
Secondary Title – Arial 12pt

Strategic
 Innovate products or process
 Gain competitive advantage Invest in innovation
 Increase sales

Informational
 Increase control
 Develop integration Increase market value
 Improve quality

Transactional
 Cut costs
 Increase throughput Increase profitability

Foundational
 Integrate businesses
 Enable flexibility
Indicates higher portfolio weighting needed to achieve outcome Lower cost of
 Drive standardization
Note: Some projects may be allocated across multiple segments goods sold

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Portfolio comparison framework

Chart Title – Arial 14pt Bold

Secondary Title – Arial 12pt Description of
Supplementary Products

Description 1
 First level
Company XXX’s Competitor YYY’s – Second level
Portfolio Portfolio

 Product A  Product A Description 2

 Product A
 Product B  Product B  First level
 Product B – Second level
 Product C  Product C
 Product C

Description 3
 First level
– Second level

1) Non-applicable product
Source: Booz & Company analysis

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Customer Portfolio Management
SAMPLE

Customers

Features
Access
Channels  Caters to customers’ needs and
TV PC/Laptop Phone/Cell Terminals addresses all user groups

Seamless / user focused

 Allows customers to access online
Front-end Online Services, Web Portal, Contact Center, etc. services, applications and
information using the Government
network across multiple
Underlying technology channels
Network Connectivity method
Infra- Infrastructure Security etc  Allows the efficient usage of
Government Government
structure applications and storage of
entities entities
customer and other information
within a unified enterprise
Central Data Center architecture
Government
Applications &
Data Storage

Source: Booz & Company analysis

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Demand Portfolio Management

Chart Title – Arial 14pt Bold

Secondary Title – Arial 12pt

Cash Product
management design
Target
demand

Reconcile Demand responsive Understand Customer

Fulfillment management
demand supply chain demand

Satisfy
demand

Production Planning

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