This presentation is created by ex-McKinsey, BCG, Deloitte, EY, and Capgemini consultants. It is a compilation of 20 Strategy Consulting frameworks, including ones developed by McKinsey, BCG, AT Kearney, and PwC.
Familiarize yourself with 20 Strategy Consulting frameworks, ranging from ones pioneered by renown strategists (e.g. Michael Porter, Bruce Henderson, Peter Drucker) to global strategy consulting firms (e.g. McKinsey, BCG, Booz).
Learn how Strategy Consultants structure their approaches to Strategic Analysis, Strategic Thinking, Project Design, Problem Solving, and Communication.
Understand how different frameworks are applied to different types of Strategy, from Competitive Analysis to Portfolio Management to Cost Reduction.
DESCRIPTION
This product (Complete Guide to Strategy Consulting Frameworks) is a 144-slide PPT PowerPoint presentation slide deck (PPTX), which you can download immediately upon purchase.
Frameworks are powerful tools Strategy Consultants leverage to address their clients' business issues in an organized, thorough, and efficient fashion.
In this presentation, we provide primers to 20 consulting frameworks used by Strategy Consulting firms. These frameworks have been categorized into the following 4 categories:
1. Strategy Development – This section covers common, classic frameworks that address specific types of Strategic Analysis.
• Porter's Five Forces
• BCG Growth-Share Matrix
• GE-McKinsey Matrix
• Value Disciplines Model
• Value Chain
• Greiner Growth Model
2. Strategic Management – This section covers common models of Strategic Performance Management.
• Balanced Scorecard (BSC)
• Management by Objectives (MBO)
• Objectives and Key Results (OKR)
• Value Based Management (VBM)
3. New Strategy Models – This section covers newer Strategy frameworks developed by consulting firms during the 90s and 2000s.
• Digital Transformation Strategy
• Blue Ocean Strategy
• Organic Growth Framework (OGF)
• Consolidation-Endgame Curve
• Capabilities-Driven Strategy (CDS)
• Business Model Canvas (BMC)
4. Strategic Thinking & Communication – These frameworks are used by Strategy Consultants to structure their thinking, projects, and presentations:
The PPT delves into the intricacies of the BCG Growth-Share Matrix, highlighting its foundational principles and the four general rules governing product cash flow. It emphasizes the importance of market share in generating margins and cash, the necessity of cash input for growth, and the critical role of high market share achieved through investment or M&A. The matrix categorizes products into Cash Cows, Stars, Question Marks, and Dogs, providing a clear framework for resource allocation and strategic decision-making.
The GE-McKinsey Matrix is another key framework discussed, offering a 3x3 grid to evaluate business units based on industry attractiveness and competitive strength. This matrix guides investment strategies, suggesting actions like grow/invest, hold/protect, and harvest/divest based on the positioning of business units. The document also covers the Value Disciplines Model, which helps organizations identify their unique value proposition through Operational Excellence, Product Leadership, or Customer Intimacy. This model aids in aligning organizational strategies with market demands, ensuring a competitive edge.
Got a question about the product? Email us at support@flevy.com or ask the author directly by using the "Ask the Author a Question" form. If you cannot view the preview above this document description, go here to view the large preview instead.
Source: Best Practices in Bain PowerPoint, McKinsey PowerPoint, Bain Presentations, Bain Frameworks PowerPoint Slides: Complete Guide to Strategy Consulting Frameworks PowerPoint (PPTX) Presentation Slide Deck, LearnPPT Consulting
This PPT slide outlines a structured approach to strategy consulting projects, emphasizing the integration of various tools, analytics, and frameworks. It is divided into 3 main sections: Analysis and Insights Generation, Growth Options & Strategy Development, and Strategy Execution Design.
Starting with the left side, the project begins with Project Definition & Scoping, which includes Problem Formulation and Resource Mobilization. This phase sets the foundation for the entire project. The Insights, Hypothesis Generation, and Strategic Guidelines are critical for guiding the subsequent analyses.
The External Assessment section focuses on understanding the market environment. It includes Customer Analysis and Profiling, Market Analysis, and Competitive Analysis, among others. These elements help identify key trends and factors that influence the strategic direction. The Internal Assessment complements this by evaluating Core Competencies, Strengths, and Weaknesses, alongside Portfolio Analysis and Value Chain Analysis. This dual assessment ensures a comprehensive understanding of both external and internal factors affecting the organization.
Moving to Strategy Formulation, this section emphasizes Visioning and Scenario Planning, defining the Future State, and conducting Gap Analysis. It also includes Option Generation and Evaluation, which are essential for identifying viable strategic paths. The Business Case section highlights the importance of Benefits Definition and Financial Development, ensuring that proposed strategies are not only actionable, but also financially sound.
Finally, the Strategy Refinement and Transformation Roadmap sections focus on refining the strategic initiatives and developing a clear roadmap for execution. This includes Organizational Design and Risk Mitigation strategies, which are vital for successful implementation. Overall, the slide presents a comprehensive framework for navigating the complexities of strategy projects.
This PPT slide presents a framework known as the Personality Map, which categorizes individuals into 4 distinct personality types: Professor, Controller, Amiable, and Visionary. This classification is based on a two-by-two matrix that evaluates personality traits along 2 axes: introversion/extroversion and the tendency to ask/tell. Each quadrant corresponds to a specific personality type, providing a visual representation of how these traits interact.
The Professor is positioned in the introverted and asking quadrant, indicating a preference for inquiry and reflection. In contrast, the Controller, located in the introverted and telling quadrant, tends to be more directive and authoritative. The extroverted side features the Amiable type, who is likely to foster relationships through asking, and the Visionary, who is more inclined to share ideas and lead through telling.
The slide emphasizes that each personality type has unique preferences for information consumption, suggesting that understanding these differences can enhance communication and collaboration within teams. Furthermore, it notes that stress can cause individuals to shift toward the opposite pole of their personality type, potentially leading to behaviors that may not align with their usual characteristics. For instance, a Professor under stress might exhibit traits more typical of a Visionary.
This framework serves as a valuable tool for organizations aiming to improve interpersonal dynamics and optimize team performance. By recognizing and adapting to these personality types, leaders can foster a more cohesive work environment and enhance overall productivity. Understanding these dynamics is crucial for any organization looking to leverage the strengths of its team members effectively.
This PPT slide outlines various cost reduction opportunities that span the entire value chain of an organization. It categorizes these opportunities into 3 main areas: enterprise-wide opportunities, asset management opportunities, and function-specific opportunities.
Enterprise-wide opportunities are highlighted as cross-functional, indicating that they can influence multiple areas within the organization. The focus here is primarily on reducing Selling, General, and Administrative (SG&A) costs. This suggests a strategic approach that requires collaboration across different departments to achieve significant savings.
Next, asset management opportunities emphasize the importance of improving the efficiency of fixed assets and reducing net working capital. This area mainly targets capital efficiency, which is crucial for organizations looking to optimize their asset utilization and enhance overall financial performance.
Lastly, function-specific opportunities are detailed for primary and support activities. This section identifies specific areas where cost reductions can be realized, particularly in Selling, General & Administrative costs and Cost of Goods Sold (COGS). The operational and transactional nature of these opportunities suggests a more tactical approach, focusing on day-to-day activities and processes.
Overall, the slide provides a structured view of potential cost reduction strategies, emphasizing the need for a comprehensive approach that encompasses both strategic and tactical initiatives. For decision-makers, this framework serves as a guide to identify and prioritize areas for cost savings, ultimately contributing to improved financial health and operational efficiency.
This PPT slide presents the Greiner Growth Model, which outlines 5 distinct stages of organizational growth. Each stage is characterized by specific themes and challenges that organizations face as they evolve. The vertical axis indicates the size of the organization, ranging from small to large, while the horizontal axis represents the age of the organization, moving from young to mature.
Stage 1 is marked by creativity, where organizations are often in their infancy, focusing on innovation and product development. As they grow, they encounter a 'Crisis of Leadership,' which necessitates a shift in management style to provide more direction.
In Stage 2, the emphasis shifts to direction. Organizations begin to formalize processes and structures. However, this stage can lead to a 'Crisis of Autonomy,' as employees may feel constrained by the increasing bureaucracy.
Stage 3 introduces delegation, allowing for greater autonomy among teams. Yet, this can result in a 'Crisis of Control,' where leaders struggle to maintain oversight as responsibilities are distributed.
Stage 4 focuses on coordination and monitoring, which aims to streamline operations. Organizations may face a 'Crisis of Red Tape' due to excessive regulations and processes that can stifle agility.
Finally, Stage 5 is characterized by collaboration, where organizations seek to foster teamwork and innovation. However, this stage can lead to a 'Crisis of Internal Growth,' as the organization grapples with sustaining momentum and scaling effectively.
Understanding these stages is crucial for leaders aiming to navigate growth challenges and implement strategies that align with their organization’s current phase.
This PPT slide presents the Value Disciplines Model, which is based on the work of Treacy and Wiersema, and draws from Michael Porter’s Generic Strategies. It emphasizes the necessity for companies to identify and deliver unique value to their chosen markets rather than attempting to cater to all segments. The model outlines 3 distinct value disciplines: Operational Excellence, Product Leadership, and Customer Intimacy.
Operational Excellence focuses on delivering the best total cost. Companies that excel in this area prioritize efficiency and streamlined operations to offer competitive pricing. Product Leadership is about providing the best product, emphasizing innovation and superior quality. This discipline requires a commitment to continuous improvement and cutting-edge development. Customer Intimacy, on the other hand, aims to deliver the best total solution by deeply understanding customer needs and tailoring offerings accordingly.
The diagram illustrates how these disciplines interconnect, with operational competence and customer responsiveness as central components. It suggests that organizations must choose one discipline to lead with, while still maintaining threshold levels in the others to avoid being stuck in the middle. This strategic focus is critical for companies to avoid mediocrity and instead achieve a distinct position in the market.
The slide also hints at the cultural implications of adopting the Value Disciplines Framework, suggesting it can influence not just strategy, but also the organizational ethos. This framework serves as a foundational tool for executives looking to refine their strategic approach and align their operations with market demands. Understanding and applying these principles can lead to more effective decision-making and enhanced organizational performance.
This PPT slide outlines the principles of Blue Ocean Strategy, emphasizing a structured approach to innovation, value creation, and execution. It is divided into 4 key areas: Growth Focus, Value Identification, Value Creation, and Effective Execution.
The Growth Focus section highlights the importance of starting with customer needs and looking beyond traditional markets. It encourages organizations to create a multi-horizon portfolio and develop growth platforms through "market mining." This approach suggests that understanding consumer needs and market trends is essential for identifying new opportunities.
Value Identification follows, stressing the need to understand what customers truly value. This involves prioritizing initiatives based on customer insights, which can be visualized through a graph indicating potential areas for value enhancement. The focus here is on eliminating, reducing, raising, or creating value elements that resonate with customers.
Next is Value Creation, which outlines the selection and development of growth options. It emphasizes aligning the operating model to deliver both value and fair pricing. The concept of value innovation is central, suggesting that organizations should not only focus on cost, but also on enhancing value to customers.
Finally, Effective Execution covers the practical aspects of bringing these strategies to life. This includes concepts like venture launch, organizational alignment, resource allocation, and accountability. It also touches on the importance of a sustainable growth structure, which encompasses infrastructure, culture, and alliance management.
Overall, the slide presents a comprehensive framework for organizations looking to innovate and execute effectively in a dynamic market environment.
This PPT slide presents a visual representation of the "Consolidation-Endgame Curve," illustrating the phases of market consolidation across 4 distinct stages: Opening, Scale, Focus, and Balance & Alliance. The graph indicates the percentage of companies remaining in the market over time, with a notable emphasis on the saturation level at the end of the Opening stage.
At this point, only about 10% of companies continue to exist, highlighting the intense competition and challenges faced during this initial phase. As companies transition into the Scale stage, there is a peak in the number of firms, suggesting that many are trying to establish a foothold in the market. However, the subsequent stages reveal a downward trend in the percentage of companies, indicating a rapid consolidation process.
The focus shifts during the Scale and Focus stages, where firms are likely to streamline operations and refine their strategies to survive. The graph suggests that continuous efforts in these stages lead to a significant reduction in the number of players in the market, as smaller entities struggle to compete effectively.
By the time firms reach the Balance & Alliance stage, the curve begins to stabilize, suggesting that those who adapt and form strategic partnerships are more likely to thrive. This visual serves as a critical tool for understanding the lifecycle of companies in a saturated market and underscores the importance of strategic positioning and adaptability throughout the consolidation process.
Overall, this slide provides valuable insights for executives looking to navigate market dynamics and make informed decisions regarding their growth strategies.
This PPT slide outlines the OKR (Objectives and Key Results) framework, emphasizing its role in aligning company, team, and individual goals towards a unified direction. The structure is straightforward. It starts with "Objectives," which consist of 3-5 high-level goals. These objectives are essential as they set the overarching direction for the organization. Each objective is supported by initiatives—specific plans and activities designed to achieve these goals and advance the key results.
The second part of the framework focuses on "Key Results." These are quantifiable outcomes that measure the success of each objective. The slide indicates that key results should be assessed on a scale from 0 to 100% or 0 to 1.0. For every objective, there should be 3-5 measurable key results that provide a clear gauge of progress. The slide suggests that if the results for an objective reach between 70-80%, it can be considered accomplished.
Regular updates to key results are crucial, ensuring that progress is tracked consistently. This framework not only helps in setting clear priorities, but also facilitates accountability across different levels of the organization. By implementing the OKR framework, organizations can enhance focus and drive performance, aligning efforts towards the most critical goals. The slide serves as a concise guide for executives looking to adopt a structured approach to goal setting and performance measurement.
This PPT slide presents the GE-McKinsey 3x3 Matrix, a strategic tool used for portfolio analysis. It visually categorizes business units based on 2 key dimensions: industry attractiveness and business unit strength. The matrix is divided into nine cells, each representing a different strategic approach.
The top row emphasizes "Growth / Invest," indicating that business units in this section possess both high market share and potential for significant returns. These units are prime candidates for investment, suggesting that resources should be allocated to foster their growth.
The middle row introduces the "Hold / Protect" category. This area is for units that may not be performing optimally, but still hold some potential. Investment in these units should be cautious and only pursued if there are excess funds after addressing more promising areas.
The bottom row features "Harvest / Divest," which is reserved for units that are underperforming or belong to less attractive industries. The recommendation here is to either harvest what value remains or consider divesting altogether, as these units are unlikely to yield substantial returns.
The slide also highlights the comparison with the BCG Growth-Share Matrix, suggesting that both frameworks serve as valuable tools for making informed strategic decisions. This insight reinforces the importance of evaluating business units not just on their current performance, but also on their future potential. Understanding where each unit fits within this matrix can guide executives in prioritizing investments and resource allocation effectively.
This PPT slide outlines a structured approach to strategy consulting, emphasizing a comprehensive methodology that guides clients from initial analysis to execution. It is divided into 3 main sections: Analysis and Insights Generation, Growth Options & Strategy Development, and Strategy Execution Design.
In the first section, the focus is on foundational activities such as project startup, external and internal assessments, and generating insights and hypotheses. This phase is crucial for understanding the current landscape and identifying key issues that need addressing. It sets the stage for informed decision-making.
The second section transitions into growth options and strategy development. Here, the emphasis is on visioning future states, generating and evaluating options, and formulating a coherent strategy. This part of the process is about creativity and innovation, where teams are encouraged to think beyond conventional solutions and explore various pathways for growth.
The final section deals with strategy execution design. It highlights the importance of refining the strategy, developing a transformation roadmap, and creating a solid business case. This phase is about operationalizing the strategy, ensuring that the organization is prepared for change, and mobilizing resources effectively for successful implementation.
Overall, the slide presents a clear, methodical framework that underscores the importance of each phase in the consulting process. It illustrates how a structured approach can lead to actionable strategies that are grounded in thorough analysis and creative thinking. This framework is beneficial for organizations looking to navigate complex challenges and seize growth opportunities effectively.
This PPT slide presents the Pyramid Logic Structure (PLS), a framework designed to facilitate hypothesis-driven logic flow in presentations and reports. At the top of the pyramid is the central hypothesis, which serves as the foundation for the entire structure. Below this, the slide illustrates a clear vertical relationship, denoted by the "Key Line," which emphasizes the hierarchy of ideas. This vertical alignment indicates that each level of the pyramid builds upon the previous one, ensuring that all supporting arguments are directly related to the main hypothesis.
The horizontal relationships depicted in the diagram highlight the connections between major sections and sub-sections of the argument. Each major section is represented as a main supporting idea, which can be further broken down into sub-supporting ideas. This layered approach allows for a comprehensive exploration of the hypothesis, ensuring that each point is substantiated with relevant evidence or facts.
The slide also notes that the pyramid can extend beyond 4 levels, suggesting flexibility in its application. This adaptability is crucial for complex topics that may require a more detailed breakdown. The structure not only aids in organizing thoughts, but also enhances clarity for the audience, making it easier to follow the logical progression of ideas.
For executives considering this document, the PLS framework offers a systematic method for structuring presentations, ensuring that key messages are communicated effectively. Utilizing this approach can lead to more persuasive arguments and clearer decision-making processes.
This PPT slide presents an illustrative example of linking performance measures across 4 key perspectives: Customer Relationships, Financial Measures, Internal Business Processes, and Learning and Growth. It emphasizes the interconnectedness of various metrics, showcasing how changes in one area can influence others.
For instance, the slide indicates that Employee Morale has a positive impact on Customer Satisfaction, which in turn can enhance Accounts Receivable. Conversely, it notes that Operating Expense has a negative relationship with Return on Capital Employed (ROCE). This suggests that higher operating costs could detract from the efficiency of capital utilization.
The diagram visually represents these connections, using arrows to indicate the direction and nature of the relationships. Positive impacts are denoted with a plus sign, while negative impacts are marked with a minus sign. The inclusion of specific metrics like Rework highlights the importance of operational efficiency and its effect on overall performance.
The slide effectively illustrates the Balanced Scorecard approach, demonstrating how organizations can leverage these interdependencies to drive strategic initiatives. By understanding these linkages, executives can make more informed decisions that align with broader business objectives. This approach encourages a holistic view of performance management, ensuring that improvements in one area do not inadvertently harm another.
Overall, this slide serves as a valuable tool for executives looking to enhance their strategic frameworks by integrating various performance measures into a cohesive understanding of organizational health. It underscores the importance of considering multiple perspectives when evaluating business performance.
This PPT slide outlines the final phase of a growth plan, emphasizing the need for a strategic shift in spending habits. It highlights the importance of a disciplined approach to investment, particularly in competitive markets. The focus is on segment-specific efforts and a sequential investment strategy, which aims to maximize impact and reach target customers effectively.
The overview section indicates that this phase is crucial for developing a tactical growth plan. It stresses that the approach hinges on investing disproportionately across various segments and at different levels of the buying process. This method is not just about spending more, but doing so in a way that aligns with specific market segments and their unique dynamics.
The details section elaborates on the necessity of a significant change in organizational spending. It mentions that the approach requires concentrated efforts to break through market noise, which is essential in crowded environments. The slide outlines 3 levels where this disproportionate investment should occur: within the buying process, within segments, and at the tactical campaign level.
The desired outcome is clear: to create sequential bursts of growth that lead to sustainable organic growth, surpassing competitors. The slide also notes that once initial growth plateaus, continued investment in additional segments will help maintain momentum. This strategic approach aims to ensure that organizations can grow at a faster rate than they would through conventional methods, making it a compelling proposition for potential customers looking to enhance their growth strategies.
This presentation is created by ex-McKinsey, BCG, Deloitte, EY, and Capgemini consultants. It is a compilation of 20 Strategy Consulting frameworks, including ones developed by McKinsey, BCG, AT Kearney, and PwC.
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