Transcript Value Creation Copyright  2008 Alex Coman ARENA Value Delivery: Harmonic Strategic Planning Refinement Stages: Arena, Focus, Action Create Strategy Corporate Layer: Portfolio Businesses Arena Layers: Maximize Value Corporate, Business Layer: Business Positioning Products.

Value Creation
Copyright  2008
Alex Coman
ARENA Value Delivery: Harmonic Strategic Planning
Refinement Stages:
Arena, Focus, Action
Create Strategy
Corporate Layer:
Portfolio Businesses
Arena Layers:
Maximize Value
Corporate,
Business Layer:
Business
Positioning Products by
Market Strategy
Core
Define Hierarchy Operations Layer:
Process, Project and Product
Agile value drive
A
A
R
E
N
A
F
O
C
U
S
C
T
I
O
N
Arena actors:
Partners, Threats; Current, Future
Target Criteria
Tailored Patterns.
Prioritize attention
Manage Control span
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Dynamic Vectors:
Vision, Resource, Deliver
Guru 2 Gorilla
Value Creation
Copyright  2008
Value Creation
Alex Coman
ARENA Canonical Form
Entities:
Market
Firm/Coalition
Vocabulary
Relationships:
 Business
Drugs
 Control
 Information
Teva
 Web
Monopoly/ Regulatory Agency
 Integration:
FDA
Vertical
Syntax
Horizontal
Value Chain:
Structure
Up
Low Farmer
Concise:
Back
Dairy
Push
Link Markets rather than Firms
Distributor
Business implies information flow.
Retailer
Down
Titles on significant arrows.
Forward High Consumer
Pertinent entities only.
Pull
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Value Creation
Copyright  2008
Value Creation
Alex Coman
Health-Care Corporate Arena
FDA
Ministry of Health
GMP
Ivax
Vitamed GSK
Teva
Teva
Innovative
Generic
Drug Manufacturers
American
CTS
Lemon
Glaxo IL Hospital
Supplies Distributors
Product
EDI Disease
Specialists
Advertising
Management
Clalit Shahal Macabi
Health Management Org.
Admin
Tele List
SuperPharm ShorTab
Macabi
Physicians
medicine
Pharmacies
Web
eMed
Prescription
IMS
Prescription Drugs Public
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Over the Counter
Value Creation
Copyright  2008
Value Creation
Alex Coman
Virtual Firm: off-shoring
Agility: Value Net
Li&Fung: 3,600 employees in 37 countries: Logistics
South Korea:
Spinning
Li&Fung
European fashion
designer
Orders thousands
of garments
(Virtual Firm)
Japanese plant in
Guangdong China:
zippers
Five Tai sewing
workshops
Shipper
Distributor
Customer
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Value Creation
Copyright  2008
Value Creation
Alex Coman
Time-To-Market: TTM
Inditex’79
HiTex
23 Robot
cut & Die #3
>40%
400 Small
Shops
>50%
Zara ‘75
Zara
467Stores
Older&
Wealthier
Delta
Fabric
Far
East
Far
Tefron
Benetton
Solog Delta East
Garment Manufacturers
Benetton Victoria’s
Secret
Labels
Benetton
Walmart
Retailers
St.Michael
CK
H&M
Inner
900
Secret GAP
suppliers
GAP
H&M M&S
Macy’s
25-35yearsCollege Crowd
Late Teens
Girls 12+Up
Anti Gap Trendy Urban Cost Conscious Cheap cool
Customers
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Value Creation
Pareto
Copyright  2008
Value Creation
Share of total revenue
100%
90%
80%
Alex Coman
C
B
“A”
Significant
few:
20% of
population
80% of
resources
“B”
30% of
population
10% of
resources
“C”
50% of population
10% of resources
Classify – ‫סווג‬
Differentiate - ‫בדל‬
20%
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30%
Income Group
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50%
100%
Value Creation
Copyright  2008
Value Creation
Alex Coman
Pareto
Distribution of US federal Income-tax revenue by income group
100%
50%
100%
25%
80%
Share of total revenue
80%
15%
60%
4
40%
20%
60%
5
40%
20%
1
4
5
15%
25%
50%
Income Group
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0
Value Creation
Value Creation
High Oyster
80% 4%
Value
Expected
Copyright  2008
Focus: 25%
/ 25%
Pearl –
16%
Alex Coman
4%Effort=64%Value
White
Low
Elephant
64%E=
4%V
Quick Wins
64%
Difficult
80%
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Easy
Ease to Implement
Value Creation
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Copyright  2008
Value Creation
Alex Coman
FAST: from SWOT to SWAT
Vision ‫חזון‬
Opportunities
‫הזדמנויות‬
Value
‫חשוב‬
Arena
‫זירה‬
Threats
‫איומים‬
Focus
‫מיקוד‬
Ease
‫קל‬
Action
‫מימוש‬
Strengths
‫עוצמות‬
Core
‫ליבה‬
Weaknesses
‫חולשות‬
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Value Creation
Copyright  2008
Value Creation
Alex Coman
Event-Factor-Review – EFR
Event
Outcome Description
Value
Factors
Strengths
Weaknesses
Success
Failure
Pending
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Value Creation
Value Creation
Event
Outcome Description
Winning a
tier 1
customer
contract
Leading a
Success
significant
technical
standards
committee
Copyright  2008
Alex Coman
Event-Factor-Review
Factor
Strengths
Weaknesses
Rapid multidisciplinary
•Product not
product development.
differentiated
Good engineering and
enough.
production.
New markets
Good interdisciplinary
require
communications.
“education”.
 Sales to market leaders.
Technological innovation
and professionalism.
Choice people working in a
creative atmosphere.
High employee motivation.
Exceeding
Strong sales department.
sales
High sales growth rate.
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The firm is
losing money.
Value Creation
Copyright  2008
Alex Coman
Event-Factor-Review
Event
Factor
Outcome Description
Strengths
Weaknesses
Failure to sell
to the leading Technological Small player in giants’
company in leadership. playground.
the market
Value Creation
Failure
Losing money
over a period
of 3 years
Product over-specification
and over-design.
 No access to the end-user
 Insufficient R&D strategic
gating.
High burn rate.
Failure in
M&A
negotiations
with a
leading player
in the industry
 Excessive technological
orientation.
No awareness of mergers
and acquisition (M&A)
potential.
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Value Creation
Copyright  2008
Value Creation
Alex Coman
Core-Competence-Tree - CCT
Owner Value was created
High Sales Growth rate
Sales to Market Leaders
Strong Sales
Department
Good Engineering
And Production
Technological Innovation
and Professionalism
Rapid multidisciplinary
System view
Development
Influence in
Standards
Committee
Good Inter-functional High employee
Motivation
Communications
Sales and Partnership with Choice People working in an
atmosphere of excellence
Leading Firms
Technological
Leadership
Core Competencies
Vision, Leadership and Managerial Ability
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Value Creation
Copyright  2008
Value Creation
Alex Coman
Current-Reality-Tree - CRT
Firm’s Market Value is Insufficient
No Exit
The Firm is Losing Money
No Awareness to
M&A Objectives
Product Over-Specification
and Over-Design
Low Profitability
Not enough Strategic
Product Not
No access to
Gating in R&D
Differentiated Enough The end User
New markets
Require “Education”
Excessive Technology High Burn Focus on single
Small Player
Orientation
New Technology In Giants’ Arena
Rate
Root Problems
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Value Creation
Copyright
 2008
Current-Reality-Tree
Current-Reality-Tree:
CRT Alex Coman
Major Un-Desired Effect
8-12 Un-Desired Effects (UDE): Brainstorm
Current
Concrete
Undesired
Under our influence
Value Creation
Schema
Arrows pointing from cause to effect.
Effects at top, Causes at bottom.
Root Problems ≈ 3
Feedback loops.
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Value Creation
Value Creation
Copyright  2008
Current-Reality-Tree
Alex Coman
Expensive
Low Product
High Product Cost
Infrastructure
Maturity
Low Forecast
Lack
of
DFX
Long
Lack of
Reliability
Planning
Development
commonality
Process
Resource
Sales Process
TTM Market
management
conditions
Information management
Flow in org.
High mix
Market
Business
Low volume Measurement ($)
Conditions
Incomplete
Buyers’
Information
development
Market
Marketing
systems
policy
Lack of
Lack of
knowledge
SynchronizationCompetition
Culture
Outdated
Lack of
technology
Structured
Forgiveness
processes
No value
engineering
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Org. size &
complexity
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Value Creation
Value Creation
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Alex Coman
Value Creation
Value Creation
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Alex Coman
Value Creation
Copyright  2008
Value Creation
Alex Coman
Vision
Value
Opportunities
Arena
Focus
Action
Ease
Threats
Strengths
Core
Weaknesses
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Value Creation
Value Creation
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Copyright  2008
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Alex Coman
Value Creation
Value Creation
[email protected]
Copyright  2008
Google
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Alex Coman
Value Creation
Copyright  2008
Value Creation
Alex Coman
Vision
Opportunities
Arena
Value
Focus
Action
Ease
Threats
Strengths
Core
Weaknesses
“It is not enough to succeed; Others must fail”
Gore
Vidal
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Value Creation
Copyright  2008
Value Creation
Alex Coman
Ansoff
Product Line
Ansoff
Old
New
Market Development: Diversification: (3/4 failure)
M New
A
R
K
E
T Old
The Firm
Old
Old
New
Old
Market Market
Market Penetration Product Development:
The Firm
Old
Old Market
Penetration Market Development
Boutique
Firm Firm
Old
New
Old
New
Market Market
Breadth
Product Development
Firm Firm
New
Old
Old Market
Diversification
Depth Depth Depth
Vertical
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Value Creation
Value Creation
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Copyright  2008
BritVic
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Alex Coman
Value Creation
Value Creation
[email protected]
 2008
ReckittCopyright
Benckiser
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Alex Coman
Value Creation
Value Creation
Copyright  2008
Alex Coman
Gap Analysis
Core-Competencies
Gap
Analysis
Game-Plan
Key-Success-Factors
Root-Problems
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Value Creation
Value Creation
Copyright  2008
P4A: Control
Cycle
Alex Coman
Bottleneck
Performance
Control Chart
Process
Action Deployment
Who
What
When
Exploit: Strategic Gating
Utilize: Garbage
Subordinate: DBR – Tactical Gating
Elevate: Offload
P4A
Setup
Job Size
Cost
Accounting
No Kit
BMT
WIP
Pareto
Problems: CRT
Tel:(972)3-510-1768
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Value Creation
Value Creation
Process:
.1
Aircraft Turnaround
Critical Path Model
Aircraft Unloading
32 minutes
B747
Copyright  2008
ONBLOCK
Connecting Stairs/Jetty
7 minutes
Deplaning Passengers
17 minutes
Recharge Catering
22 minutes
Cleaning Aircraft
33 minutes
Cabin Security Check
8 minutes
Aircraft Loading
44 minutes
Alex Coman
Fueling Aircraft
32 minutes
Boarding Passengers
38 minutes
OFFBLOCK
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Value Creation
2. Performance
FRONTIER OPERATIONAL PERFORMANCE vs. The Industry
U.S. DEPARTMENT OF TRANSPORTATION PERFORMANCE RANKINGS
On Time Arrival Performance
100
90
80
70
60
50
40
30
20
80.6
85.1
91.8
86.2
85.3
67.9
82.5
71.7
70.0
83.6
84.0
79.4
0
78.9
10
83.5
Percentage of Arrivals within 14 Minutes of Schedule
Over the last 15 months,
Frontier has led all major
carriers in On Time
Performance 8 times.
May
'05
Jun
'05
Jul
'05
Aug
'05
Sep
'05
Oct
'05
Nov
'05
Dec
'05
Jan
'06
Feb
'06
Mar
'06
Apr
'06
May
'06
Jun
'06
Frontier Performance
Industry Best
Industry Average
Rankings shown above compare “major” carriers with similar operations. These
carriers include: Frontier Airlines, Northwest Airlines, American Airlines, AirTran
Airways, Southwest Airlines, Delta Airlines, US Airways, Alaska Airlines, JetBlue
Airways, United Airlines, Continental Airlines & ATA Airlines.
Jul
'06
Aug
'06
Industry Worst
Copyright  2008
3. Pareto
Value Creation
Alex Coman
60%
50%
Reactionary
40%
30%
20%
10%
0%
Technical
Air Traffic
Control
Operations
Other
Weather
Passengers
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Value Creation
Value Creation
Copyright  2008
4. Problems
Ishikawa / Fishbone Analysis
Reactionary Delay
AIRCRAFT
ROTATION
late arrival of aircraft
from another flight or
previous sector
CREW
ROTATION
awaiting crew from
another flight (flight deck
or entire crew)
Alex Coman
CABIN
CREW
ROTATION
awaiting cabin crew
from another flight
Reactionary
Delay
LOAD
CONNECTION
awaiting load from another
flight
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THROUGH
CHECK-IN
ERROR
passenger and
baggage
OPERATIONS
CONTROL
re-routing, diversion,
consolidation, aircraft change
for reasons other than
technical
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Value Creation
Copyright  2008
Value Creation
5. Action
Alex Coman
Action Deployment
Gap
‫משימה‬
[email protected]
Process
‫לוח זמנים‬
Resource
‫באחריות מי‬
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Value Creation
Value Creation
 2008
Alex Coman
‫מדדים‬
6 :‫הגדר‬ Value Copyright
Measures
‫ עקומת למידה‬:‫אתגר‬
.‫ ניהול לפי יעדים‬- ‫ ותגמול‬,‫ מעקב – תרשים בקרה‬:‫נטר‬
6 Value drivers
Financial:
Throughput = Sales – Direct Expenses;
Operating Expenses: less people or more productivity
Competitive:
Lead Time=Time(Finish–Start)=Work + Wait.
Due-Date-Performance
Functional:
Inventory: Raw materials+Work-In-Process+Finished Goods
Quality
Robust: Problems per Million
Agile: Customization
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Value Creation
Copyright  2008
Value Creation
Alex Coman
Old Economy Throughput
New Economy
Overhead
Overhead
“Non recurring”
Hourly rate:
Overhead
Hours
Direct Expenses
Direct Expenses
“Bill-Of-Materials”
Value, not quantity:
Debt collection
Antennas
Bugs
Hand sets
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Value Creation
MAXIM Periscope Module Learning Curves
I n s t r u m e n t
S y n t h e s i s
&
A n a l y s i s
L a b o r a t o r y
Learning Curve Next Unit Production Cost
$4,000,000
$3,500,000
$3,000,000
MAXIM PRICE H
$2,500,000
90% Learning Curve
$2,000,000
85% Learning Curve
$1,500,000
75% Learning Curve
$1,000,000
$500,000
55
49
43
37
31
25
19
13
7
1
$0
Production Unit
25 April 2003
MAXIM Periscope Module
PRICE H Cost Model, p35
Final Version
Copyright
 2006
Coman
Quality ->
Garbage
-> 6Dr.Alex
Sigma
Control Cycle: P4A
Operating
Due-Date- Expenses
Lead
Performance
Time
Inventory/
WIP
Garbage: X10
Throughput
Quality: PPM
Robust
Design
Total Quality
Management
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Supply
Chain
Control Cycle: P4A
Copyright  2006
Control Cycle: P4A
Dr.Alex Coman
Normal Distribution - Gaussian Curve


Sigma =  = Deviation
2
(xi  x)
n 1
=
( Square root of variance )
Axis graduated in Sigma
-7 -6 -5 -4 -3 -2 -1 0 1 2 3 4 5 6 7
between + / - 1
between + / - 2
between + / - 3
between + / - 4
between + / - 5
between + / - 6
68.27%
result: 317300
45500
95.45%
2700
99.73%
63
99.9937%
0.57
99.999943%
0.002
99.9999998%
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ppm outside
ppm
ppm
ppm
ppm
ppm
Control Cycle: P4A
Copyright
 2006
Dr.Alex Coman
Robust
Design
Cost of [Lack of] Quality: X10 Law
1000
Control
Cycle: P4A
Acceptance
Testing
100
55
185
240
Exposed
25
10
6
Coding
47%
None
General
Planning
3
24
Damaged
1
Specifications
Detailed
Design
Test Runs
Operation
1
Complaint
250%:
380%
Spec
70%
Use
100%
Code
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75%
Test
WWW.Coman.org
Control Cycle: P4A
Copyright
 2006 & Mean
Dr.Alex/Coman
Just-In-Time
/ Lean
Pull
Control Cycle: P4A
Throughput
Operating
Expenses
Due-DateLead
Performance
Time
Quality
WIP
Context Switching
Bad Multi Tasking
Complete
Kit
Gator
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Pull
Control Cycle: P4A
Copyright  2006
Control Cycle: P4A
Dr.Alex Coman
Push and Pull Tactical Gating: JIT
‫ משימות\חודש‬200
Pusher
Gator
Push
Pull
O
O
O
O
O O
O
O
O
O
O
O
O
O
O
O
O
O O
O
O
O
O
O
O
2 ‫מחלקה‬
O
O
O
O
3 ‫מחלקה‬O
‫ב‬
O
O
O
O
O
O
O
1 ‫מחלקה‬O
O O
O O
O
O
O
O
O
WIP
600
‫משימות‬
‫בתהליך‬
O
O
O
O
O
O
O
O
[email protected] Tel:(972)3-510-1768 -40-
O
1‫מחלקה‬
WIP
200
O
O
O
‫משימות‬
‫ בתהליך‬2‫מחלקה‬
O
O
O
WWW.Coman.org
O
3‫ מחלקה‬O
‫א‬
Control Cycle: P4A
Control Cycle: P4A
Copyright  2006
Dr.Alex Coman
Tactical Gating
Garbage
Time
Pusher
WIP = ∞
Gater
0
Control
Control
Freak
WIP = 1
Extreme
Analysis Paralysis
Satisficer
WWW.Coman.org
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Control Cycle: P4A
‫‪Copyright  2006‬‬
‫‪Dr.Alex Coman‬‬
‫‪Theory-Of-Constraints‬‬
‫‪.1‬‬
‫‪.2‬‬
‫‪.3‬‬
‫‪.4‬‬
‫‪.5‬‬
‫‪.6‬‬
‫‪Control Cycle: P4A‬‬
‫‪Control Cycle: P4A‬‬
‫הגדר את המטרה‬
‫זהה את האילוץ‬
‫• תרשים ‪CUT‬‬
‫• אילוץ סרק\כשל מדיניות (תמחיר קלאסי)‬
‫נצל ומצה את האילוץ‬
‫• נצל‪ :‬עבוד ‪ 100%‬מהזמן‬
‫• מצה‪ :‬עבוד על מה שתורם \ שעת צוואר בקבוק‬
‫הכפף את שאר המערכת לאילוץ‬
‫הקל על האילוץ ‪Offload -‬‬
‫הימנע מאינרציה‬
‫‪WWW.Coman.org‬‬
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‫‪Copyright  2006‬‬
‫‪Dr.Alex Coman‬‬
‫ניהול ממוקד אילוצים‬
‫‪Control Cycle: P4A‬‬
‫‪.1‬הגדר את מטרת המערכת‪ :‬השבחת ערך הפירמה‪ :‬הווה‬
‫ובעתיד‬
‫אילוץ‪:‬‬
‫‪ .2‬זהה את אילוצי המערכת‬
‫כל גורם חשוב הבולם בפועל את השגת המטרה‬
‫אילוצים‬
‫אילוץ‬
‫משאבים‬
‫"צוואר‪-‬‬
‫בקבוק"‬
‫‪Control Cycle: P4A‬‬
‫‪WWW.Coman.org‬‬
‫אילוץ שוק‬
‫• לקוחות‬
‫• חומרים‬
‫‪[email protected] Tel:(972)3-510-1768 -43-‬‬
‫‪Copyright  2006‬‬
‫‪Dr.Alex Coman‬‬
‫‪Control Cycle: P4A‬‬
‫רהיטי דורון‬
‫כמה יחידות נמכור במהלך השבוע?‬
‫קצב עבודה‬
‫‪ 100‬יחידות‬
‫בשבוע‬
‫מכירות‬
‫מלאי‬
‫בתהליך‬
‫‪ 50‬יחידות‬
‫בשבוע‬
‫ייצור‬
‫"צוואר בקבוק"‬
‫‪ 75‬יחידות‬
‫בשבוע‬
‫התקנה‬
‫‪Control Cycle: P4A‬‬
‫‪WWW.Coman.org‬‬
‫‪[email protected] Tel:(972)3-510-1768 -44-‬‬
‫‪Dr.Alex Coman‬‬
‫‪Copyright  2006‬‬
‫‪Control Cycle: P4A‬‬
‫ארבעה סוגי אילוצים (המשך)‬
‫אילוצים‬
‫אילוץ‬
‫סרק‬
‫•‬
‫•‬
‫•‬
‫•‬
‫•‬
‫אילוץ‬
‫משאבים‬
‫בי"ח‪ :‬מנקה‬
‫פרקליטות‪ :‬נייר‬
‫לשכפול‬
‫תנובה‪ :‬אקדח שבועות‬
‫מונית‪ :‬רפאל‬
‫פלסטיק‪ :‬שפכטל‬
‫"צוואר‪-‬‬
‫בקבוק"‬
‫‪Control Cycle: P4A‬‬
‫‪WWW.Coman.org‬‬
‫אילוץ שוק‬
‫אילוץ כשל‬
‫מדיניות‬
‫• גורפת‬
‫• מיושנת‬
‫• מדדים‬
‫מקומיים‬
‫‪[email protected] Tel:(972)3-510-1768 -45-‬‬
‫‪ 2006‬‬
‫‪ExploitCopyright‬‬
‫האילוץ‪-‬‬
‫‪ Dr.Alex‬ומצה את‬
‫‪ .Coman‬נצל‬
‫‪3‬‬
‫‪Control Cycle: P4A‬‬
‫מיצוי ‪Yield -‬‬
‫ניצול – ‪Utilization‬‬
‫כמה עובד‪:‬‬
‫על מה עובד‬
‫יעילות‪ :‬האילוץ יעבוד תועלת‪ ,‬אפקטיביות‪:‬‬
‫‪ 100%‬מהזמן האפשרי האילוץ יעבוד על מה שתורם‪.‬‬
‫לחסל‪:‬‬
‫תיעדוף‪ :‬תרומה לשעת צוואר‬
‫מפעל הזבל ‪Muda‬‬
‫בקבוק‬
‫•אילוצי סרק‬
‫יועצי השקעות בנק‪ 8% :‬זמן מגע‬
‫‪.‬‬
‫מדיניות‬
‫כשלי‬
‫•‬
‫עם לקוח‬
‫הי‪-‬טק‪ :‬סניף יקנעם‬
‫‪Control Cycle: P4A‬‬
‫‪WWW.Coman.org‬‬
‫‪[email protected] Tel:(972)3-510-1768 -46-‬‬
2006
Dr.Alex
Subordinate Copyright
‫ לאילוץ‬‫המערכת‬
‫יתר‬
‫ את‬Coman
‫ הכפף‬.4
‫כל המחלקות האחרות צריכות ל"שרת" את האילוץ‬
‫ המחלקות האחרות תומכות בתוכנית לניצול ומיצוי האילוץ‬°
‫ שחרור העבודות בהתאם לתוכנית העבודה של האילוץ‬°
Control Cycle: P4A
Warehouse
Warehouse
Kit
Preparation
Kit
Kit
Preparation Preparation
Lacquering Supervisor
Electronic
Testing
Lab
Processing
Customer
Quality
Inspection
Quality
Assurance
Processing
Processing
Processing
Processing
Electronic
Testing Lab
Shipping
Group Technology :‫התמקצעות‬
[email protected] Tel:(972)3-510-1768 -47-
Customer
Quality
Inspection
WWW.Coman.org
Shipping
Control Cycle: P4A
‫‪Copyright‬‬
‫‪ 2006‬‬
‫המערכת‬
‫אילוץ‬
‫‪Dr.Alex‬פרוץ את‬
‫‪.5 Coman‬‬
‫‪Control Cycle: P4A‬‬
‫שינוי המערכת כדי‬
‫להגדיל את התפוקות‬
‫שינויים הדורשים‬
‫הוספת משאבים‬
‫רומם – ‪Elevate‬‬
‫‪Bin, tumbler, AluAlu‬‬
‫‪Peak‬‬
‫שינויים ללא‬
‫תוספת משאבים‪:‬‬
‫‪Offload‬‬
‫‪ .6‬אם "נשבר" האילוץ‪ ,‬חזור לשלב ‪2‬‬
‫‪Control Cycle: P4A‬‬
‫‪WWW.Coman.org‬‬
‫‪[email protected] Tel:(972)3-510-1768 -48-‬‬
‫‪Dr.Alex Coman‬‬
‫‪Copyright  2006‬‬
‫‪Offload‬‬
‫‪Control Cycle: P4A‬‬
‫שמות י"ח‪ :‬וישב משה לשפט את העם‪ .‬ויעמוד העם על‬
‫משה מן הבוקר עד הערב‪...‬‬
‫ויאמר חותן משה אליו‪ .‬לא טוב הדבר אשר אתה עושה‪.‬‬
‫נבל תבל גם אתה גם העם אשר עמך כי כבד ממך הדבר‬
‫לא תוכל עשהו לבדך‪...‬‬
‫ואתה תחזה מכל העם אנשי חיל יראי אלהים אנשי אמת‬
‫שונאי בצע‪ ...‬והיה כל הדבר הגדול יביאו אליך וכל הדבר‬
‫הקטן ישפטו הם והקל מעליך ונשאו אתך‪.‬‬
‫ויבחר משה אנשי חיל מכל ישראל ויתן אתם ראשים על‬
‫העם‪.‬‬
‫‪Control Cycle: P4A‬‬
‫עשרת הדיברות‬
‫‪WWW.Coman.org‬‬
‫‪[email protected] Tel:(972)3-510-1768 -49-‬‬
Copyright  2008
Value Creation
Alex Coman
FAST: from SWOT to SWAT
Vision ‫חזון‬
Opportunities
‫הזדמנויות‬
Value
‫חשוב‬
Arena
‫זירה‬
Threats
‫איומים‬
Focus
‫מיקוד‬
Ease
‫קל‬
Action
‫מימוש‬
Strengths
‫עוצמות‬
Core
‫ליבה‬
Weaknesses
‫חולשות‬
[email protected]
Tel:(972)3-510-1768 -50- WWW.Coman.Org
Value Creation
Control Cycle: P4A
Copyright  2006
Dr.Alex Coman
The Project Beam
A river with no banks is a puddle
Responsibility
Allocation
Matrix
Freeze
Stabilize
[email protected] Tel:(972)3-510-1768 -51-
Gap
Deliverable SOW
Nice-to-have
Killer
Value
Risk Existential
Platform
WWW.Coman.org
Control Cycle: P4A
Control Cycle: P4A
Copyright  2006
The Project Kite Dr.Alex Coman
Fan Out
Fan In
[email protected] Tel:(972)3-510-1768 -52-
WWW.Coman.org
Control Cycle: P4A