SUP-607M J-Term 2014
description
Transcript of SUP-607M J-Term 2014
SUP-607M J-Term 2014
Community Recovery: Rebuilding Disaster Damaged Communities in Chile
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Project Proposals
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Proposal detail – high level
Enterprise Name / Logo + Entrepreneur
Name
Financial
▪ High level profitability▪ Start up▪ 2 years▪ 5 years
▪ Break even timeline
Labor / Human Capital
▪ New jobs restored/added▪ Start up▪ 2 years▪ 5 years
▪ Other human capital benefits
Community / Environment
▪ Community benefits (supports schools, offers training, etc)
▪ Name of entrepreneur▪ History of the organization /
genesis of idea▪ Important cultural details, etc
Enterprise overview
▪ What is the main idea of the business / what will the business do?
*Footnote
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Financial projections
Revenues
COGS
Expenses (Admin)
Expenses (Other)
Total Expenses
EBIT
Taxes
Net Income
Operating Income
6 months Year 1 Year 3 Year 5
000s, Pesos Chilenos (CLP)
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Executive summary
Highest level takeaway about what was discovered as a result of this project and the general direction of the economic plan
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General process, steps or phases of the plan (with timing)▪ Step 1▪ Step 2▪ Step 3
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Main financial considerations including capital outlay, projected impact, etc3
Additional key insights▪ Insight 1▪ Insight 2▪ Insight 3
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SWOT Analysis
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Strengths▪ Text
Opportunities▪ Text
Weaknesses▪ Text
Threats▪ Text
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32% Export 1
16% Export 2
14% Export 3
14% Export 4
9% Export 5 5% Export 6
4% Export 7
3% Export 8
2% Export 9
1% Export 10
Economic Activity Breakdown (Snapshots of current economy in % terms)Percent
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Economic Activity Breakdown (Raw numbers over time)000s, Pesos Chilenos (CLP)
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Cause and Effect Diagram
Effect
Cause 1 Cause 2
Cause 3 Cause 4
Sub cause
Sub cause
Sub cause
Sub cause
Sub cause
Sub cause
Sub cause
Sub cause
Sub cause
Sub cause
Sub cause
Sub cause
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Low
High
This type of slide helps to compare 3-5 categories that are components of a larger set
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DescriptionCurrent performance
▪ x
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Implication
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000s, Pesos Chilenos (CLP)
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Situation, Action, Result using classic big arrows
Situation What we propose Impact
▪ x ▪ x▪ x
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This type of waterfall is helpful when you want to demonstrate changes or emphasize potential cost savings or increases (or decreases) to status quo
Recc 2Town revenue
after Recc 1
Recc 1Current Town
Revenue
Town Revenue with both
recommend-ations
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*Tourism
*Artisanship
*Professional Services
*Agriculture
*Fishing
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41.52 *Total Town GDP
Commercial
Small Scale
This type of waterfall is helpful when you want to show how a large number breaks down into smaller components
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000s, Pesos Chilenos (CLP)
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Details 1
Initial
zzyx
Boat chart / timeline
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▪ y
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Details 2 ▪ X
▪ y
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Short term and Long term benefits or really an easy way to break apart a sum made up of two or more types of quantities
1 Assumptions2 Assumptions
Supplemental
▪ Manufacturing, engi-neering, and labor
▪ Jobs created to help build infrastructure necessary for new industry recommendation
173
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315
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Job type
Direct1
Jobs created at the facility
Indirect2 Jobs created upstream
Total3
Permanent
488
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*Footnote
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Activity ▪ Midrange & Mainframe pilot leads learn approach by working closely with mentors
▪ 30 additional pilot leads receive boot camp training from newly trained entrepreneurs
▪ Central change agents support pilot leads independently using developed analysis tools
▪ Training material updated
▪ Operational handbooks created & 5-day boot camps run in region
▪ Six-Sigma training for high potential staff
Outcome ▪ Common language, processes and analyses adopted and training material prepared
▪ Productivity savings
▪ 32 pilots running in total
▪ Central change agent team work alongside McKinsey in supporting pilot leads
▪ Productivity savings of additional 61 FTEs
▪ Pilots being run by client team
▪ Pilot leads and initiative leads design regional roll-out with McKinsey support
▪ Actual savings of 95 FTEs to date
▪ 31 Green-belts trained for next round of pilots
▪ > 30 pilots launched in region
▪ Actual savings of 109 FTEs to date
Coaching technique
Learn by shadowing Learn by doingwith support
Learn by teaching others
Build on learning more broadly
Q1/Q2
Q2
Q3
Q4
Step process with detail
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Quotes alternate – Can be used for any type of quote
Major concerns are around timing … … and implementation of plans
“The entire global economy will slow down by between a half and two percent of growth, including in China and Europe”
– Dominique Strauss-Kahn, IMF
“The depth of the coming recession is difficult to gauge”
– World Bank
“The crisis has not been over and we have not necessarily gone through the worst part”
– Henrique Meirelles,Central Bank of Brazil
– Martin WolfChief economics commentator
Financial Times
“If I tell you if I know how long this will last, I would be lying”
– Shane Oliver, Chief economistAMP Capital Investors
“The best-case scenario for economists is a global recession that runs until the middle of next year. But…a ‘longer and deeper recession’ might stretch into 2010.”
*Footnote
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Horizontal flow 5
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000s, Pesos Chilenos (CLP)
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Exhibit title
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Unit of Measure
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Exhibit title
Text Text Text Text
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Filter or screen series
Text Text
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Unit of Measure
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X should consider a few “bold moves” that could change the landscape for commercial opportunities
Bundle
Build systems for providers
Sell clinical data and/or insights
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A
Risks involvedLow risk High risk
“Bold moves”
▪ Explore full-outsource models for international customers, including national health services (e.g., India, Saudi Arabia)
Considerations: Language or cultural barriers to translating X’s clinical standards, processes
▪ Commit to a plan to perfect the hospital operating system, with a self-perpetuating cycle of evidence-based support for all clinical processes
Considerations: May require full disclosure of X operating metrics and commitment to “openness”
▪ Develop and lead a clinical processes consortium that functions as a think-tank for creating outcomes-driven improvements to standard treatment protocols
Considerations: Low immediate revenue opportunity, but creates profile/relevance for X as a vendor
▪ Become a US laboratory for clinical protocols and standards, partnering with the US government to create new standards that shape pay-for-performance initiatives
Considerations: Low immediate revenue opportunity, but creates profile/relevance for X as a vendor
*Footnote
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This slide is great to demonstrate positives and negatives of an idea or recommendation, etc
▪ Create additional revenue and profit stream
▪ Build referral networks and options for strategic acquisitions
▪ Enhance X’s reputation as a pioneer in clinical excellence
▪ Provide incentives to improve internal performance and develop insights
▪ Connect X to other provider leaders who could share their insights
▪ Require a commitment to stay in the customer service business
▪ Not breakeven for 3-5 years
▪ Require significant effort to build the partnerships that are instrumental to success
▪ Create a need to attract external talent in specific areas of expertise
▪ Cause damage to X’s reputation in case of failure
*Footnote
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Issue tree
Optimize growth and profitability of XX’s livestock feed business
Optimize growth and profitability of XX’s livestock feed business
Customer / product researchCustomer / product research
Lower internal costsLower internal costs
Optimize distribution channelsOptimize distribution channels
Acquisitions1Acquisitions1
Divestitures1 / downsizeDivestitures1 / downsize
Joint venturesJoint ventures
Extract full value of current business
Extract full value of current business
Structurally reposition corporate portfolio
Structurally reposition corporate portfolio
Rely on organic trends for growth
Rely on organic trends for growth
Sales / marketingSales / marketing
Roll up industry through smaller acquisitionsRoll up industry through smaller acquisitions
Acquire larger competitors to reduce overcapacityAcquire larger competitors to reduce overcapacity
Sell capacity to competitor or remove it completelySell capacity to competitor or remove it completely
Exit industryExit industry
Upstream integration with pharmas / growersUpstream integration with pharmas / growers
Integration with competitors Integration with competitors
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Disaggregating total into 3 parts then disagg one of the 3 parts further. Move left bar chart further left then right click on grey area -> edit points
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Percent of CM most at risk by service line
19% of total contribution margin is provided by physicians who are 65 and older. Of that 19%, 45% comes from Vascular medicine – which is the service line most at risk due to physician retirement
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* Total contribution$ Millions
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Percent of total contribution by age of attending physician, <2008>Area of interest
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2x2 matrix example : Risk vs Reward
High
Low
High Low
Reward
Risk
Big bets Slam dunks 1
(Special cases 2) “No regrets” moves
Key questions:▪ How will competitors react? How will customers react?▪ To what extent does the scenario align with internal capabilities?▪ What degree of control will LOL have in the scenario? ▪ How much of the outcome will be determined by external forces?
Key questions:▪ How much profit could be
generated?▪ When would LOL realize the
benefits of the scenario?▪ What moves could maximize
the value?
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From -> to
From
▪ Standalone, off the rack products
▪ One size fits all approach
▪ Narrow cost, opportunisticsales approach
▪ Separate Operations/IT
▪ Short-term DA
Margin mindset
To
▪ Bundled, simplified products
▪ Segmented approach
▪ Broadcast, performance oriented sales approach
▪ Integrated Operations/IT
▪ Long-term partnership
Value mindset
*Footnote
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4 examples
Examples of best practices or cases from other institutions
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▪ x
▪ x
AA
BB
CC
▪ xDD
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4 stages of growth
Requires no conscious
thought
Requires practice
Requires a point of
choice
Requires incident
leading to insight
Realization
▪ Owned as normal, natural and effortless
▪ I can do it but I need to think about it
▪ Aware of what I have to learn, but don't know how to do it
▪ Don't know what I don't know/have to learn
Transitional experiences
▪ Pleasure▪ Ease▪ Satisfaction
▪ Skill building▪ Nurturing by
others▪ Courage and
humility▪ Persistence▪ Aha
moment/ confusion
▪ Realization▪ Shift in root
perspective
Assisting others
▪ Celebrate and acknowledge goal
▪ Help embrace the adventure of the next growth opportunity
▪ Identify opportunities for practice and refinement
▪ Encourage and support▪ Offer options, tips and hints
if wavering
▪ Explore options; enable choice and ownership
▪ Connect with resources and support (e.g., role models)
▪ Encourage solution-focused exploration to overcome obstacles▪ Offer feedback and insights without attachment
▪ Use catalysing questions to encourage self-discovery
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What we need and don’t need
12% airport fees on total rent cost (fuel and taxes not included)
8% rail fees on total rent cost (fuel and taxes not included)
Refueling – cost
Opportunities for growth must include Opportunities must not include
Air-conditioned and auto radio in all the car
No customer responsibility in case of vehicle damages
CDW insurance
TP insurance
No fire shore leave
No damages shore leave
No theft shore leave
Passengers insurance
"One way" in all Italian airports and main Italian cities (with no extra cost)
Define automobile costs
Options
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Gantt Chart
Text
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Responsibility M T W T F
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M T W T F
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Unit of Measure
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Exhibit title
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Pillars slide- Used to show the main ideas that support a plan or underlie an idea of some kind – the bottom two bars represent a foundation
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Title
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Weighing scales – could be used for pros and cons or costs and benefits, etc
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Tex
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Low Medium High
3 BY 3 MATRIX
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4 BY 3 MATRIX
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EXHIBIT TITLE
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MAPS