Community Recovery:
Rebuilding Disaster Damaged
Communities in Chile
DICH/PER/COB Final Presentation
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Project Proposals
| 1
Proposal detail – high level
Financial
Labor / Human Capital
▪ High level profitability
▪ Start up
▪ 2 years
▪ 5 years
▪ Break even timeline
▪ 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
* Footnote
Source: Source
Enterprise
Name / Logo +
Entrepreneur
Name
Enterprise overview
▪ What is the main idea of the
business / what will the
business do?
| 2
FINANCIAL PROJECTIONS
000s, Pesos Chilenos (CLP)
6 months
Year 1
Year 3
Year 5
Revenues
COGS
Operating Income
Expenses (Admin)
Expenses (Other)
Total Expenses
EBIT
Taxes
Net Income
| 3
Economic Recovery Plans
| 4
Executive summary
1
2
3
4
Highest level takeaway about what was discovered as a result of this
project and the general direction of the economic plan
General process, steps or phases of the plan (with timing)
▪ Step 1
▪ Step 2
▪ Step 3
Main financial considerations including capital outlay, projected impact,
etc
Additional key insights
▪ Insight 1
▪ Insight 2
▪ Insight 3
| 5
SWOT Analysis
* Footnote
Source: Source
Strengths
▪ Text
Opportunities
▪ Text
Weaknesses
▪ Text
Threats
▪ Text
| 6
Economic Activity Breakdown (Snapshots of current economy in % terms)
Percent
32% Export 1
14%
Export 3
16% Export 2
9% Export 5
14%
Export 4
5%
Export
6
4% Export 7
3% Export 8
2% Export 9
1% Export 10
|
Economic Activity Breakdown (Raw numbers over time)
000s, Pesos Chilenos (CLP)
|
Cause and Effect Diagram
Cause 1
Sub cause
Sub cause
Sub cause
Cause 2
Sub cause
Sub cause
Sub cause
Effect
Sub cause
Sub cause
Sub cause
Cause 3
Sub cause
Sub cause
Sub cause
Cause 4
|
This type of slide helps to compare 3-5 categories that are
components of a larger set
000s, Pesos Chilenos (CLP)
Description
Current
performance
Low
High
Implication
▪
x
▪
x
▪
x
▪
x
▪
x
▪
x
▪
x
▪
x
b
b
b
b
1 Footnote
* Footnote
Source: Source
| 10
Situation, Action, Result using classic big arrows
Situation
What we propose
Impact
▪
▪
▪
x
* Footnote
Source: Source
x
x
| 11
This type of waterfall is helpful when you want to demonstrate changes or
emphasize potential cost savings or increases (or decreases) to status
quo
Current
Town
Revenue
* Footnote
Source: Source
Recc 1
Town
revenue
after Recc 1
Recc 2
Town
Revenue
with both
recommendations
| 12
This type of waterfall is helpful when you want to show how a
large number breaks down into smaller components
Commercial
Small Scale
000s, Pesos Chilenos (CLP)
Tourism
*
Artisanship
*
Professional Services
*
Agriculture
*
Fishing
*
*
*
*
*
*
*
Total Town GDP
* Footnote
Source: Source
41.52
*
| 13
Boat chart / timeline
x
y
z
z
Initial
Details 1
▪ X
▪ y
▪ X
▪ y
▪ X
▪ y
▪ X
▪ y
Details 2
▪ X
▪ y
▪ X
▪ y
▪ X
▪ y
▪ X
▪ y
* Footnote
Source: Source
| 14
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
Job type
▪ Manufacturing, engiPermanent
Indirect2
Jobs created
upstream
Total3
173
315
488
24
16
40
neering, and labor
▪ Jobs created to help
Supplemental
Direct1
Jobs created at
the facility
build infrastructure
necessary for new
industry
recommendation
1 Assumptions
2 Assumptions
* Footnote
Source: Source
| 15
Step process with detail
Q4
Q3
Q2
Q1/Q2
Coaching
technique
Learn by shadowing
Learn by doing
with support
Learn by teaching
others
Build on learning
more broadly
Activity
▪ Midrange &
▪ 30 additional pilot
▪ Central change
▪ Operational
Mainframe pilot
leads learn approach
by working closely
with mentors
Outcome
▪
▪
Common language,
processes and
analyses adopted
and training material
prepared
Productivity savings
leads receive boot
camp training from
newly trained
entrepreneurs
▪
▪
▪
* Footnote
Source: Source
32 pilots running in
total
Central change
agent team work
alongside McKinsey
in supporting pilot
leads
Productivity savings
of additional 61
FTEs
▪
▪
▪
▪
agents support pilot
leads independently
using developed
analysis tools
Training material
updated
Pilots being run by
client team
Pilot leads and
initiative leads
design regional rollout with McKinsey
support
Actual savings of 95
FTEs to date
▪
▪
▪
▪
handbooks created
& 5-day boot camps
run in region
Six-Sigma training
for high potential
staff
31 Green-belts
trained for next
round of pilots
> 30 pilots launched
in region
Actual savings of
109 FTEs to date
| 16
Quotes alternate – Can be used for any type of quote
Major concerns are around timing …
… and implementation of plans
“If I tell you if I know how long this will
last, I would be lying”
– Martin Wolf
Chief economics commentator
Financial Times
“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
“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 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.”
– Shane Oliver, Chief economist
AMP Capital Investors
* Footnote
Source: Source
| 17
Horizontal flow 5
000s, Pesos Chilenos (CLP)
Text
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| 20
Filter or screen series
Unit of Measure
Text
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* Footnote
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| 21
X should consider a few “bold moves” that could change the
landscape for commercial opportunities
Risks involved
Low risk
Bundle
“Bold moves”
▪
A Build
systems for
providers
Commit to a plan to perfect the hospital
operating system, with a selfperpetuating cycle of evidence-based
support for all clinical processes
Considerations: May require full disclosure
of X operating metrics and commitment to
“openness”
B Sell clinical
data and/or
insights
▪
Develop and lead a clinical
processes consortium that functions
as a think-tank for creating outcomesdriven improvements to standard
treatment protocols
Considerations: Low immediate revenue
opportunity, but creates profile/relevance
for X as a vendor
* Footnote
Source: Source
High risk
▪
▪
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
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
| 22
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
* Footnote
Source: Source
▪
▪
▪
▪
▪
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
| 23
Issue tree
Customer / product research
Extract full
value of
current
business
Optimize distribution channels
Lower internal costs
Sales / marketing
Roll up industry through
smaller acquisitions
Acquisitions1
Optimize growth
and profitability
of XX’s livestock
feed business
Acquire larger competitors
to reduce overcapacity
Structurally
reposition
corporate
portfolio
Divestitures1 /
downsize
Sell capacity to competitor
or remove it completely
Exit industry
Upstream integration with
pharmas / growers
Rely on
organic
trends for
growth
* Footnote
Source: Source
Joint ventures
Integration with
competitors
| 24
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
Area of interest
Percent of total contribution by age of attending physician, <2008>
*
*
*
*
*
*
* Footnote
Source: Source
*
*
Percent of CM most at risk by
service line
Total contribution
$ Millions
*
X
*
X
*
X
*
X
*
X
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
| 25
2x2 matrix example : Risk vs Reward
High
Big bets
Slam dunks 1
(Special cases 2)
“No regrets” moves
Reward
Key questions:
▪ How much profit could be
generated?
▪ When would LOL realize the
benefits of the scenario?
▪ What moves could maximize
the value?
Low
High
Low
Risk
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?
* Footnote
Source: Source
| 26
From -> to
To
▪
Bundled, simplified
products
▪
Segmented approach
▪
Standalone, off the rack
products
Broadcast, performance
oriented sales approach
▪
Integrated Operations/IT
▪
One size fits all approach
▪
Long-term partnership
▪
Narrow cost, opportunistic
sales approach
▪
Separate Operations/IT
▪
Short-term DA
From
▪
Value
mindset
Margin
mindset
* Footnote
Source: Source
| 27
4 examples
Examples of best practices or cases from other institutions
A
▪
x
B
▪
x
C
▪
x
D
▪
x
* Footnote
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| 28
4 stages of growth
Realization
▪ Owned as
Requires no
conscious
thought
normal,
natural and
effortless
▪ I can do it but
Requires
practice
I need to
think about it
▪ Aware of
Requires
a point of
choice
Requires
incident
leading to
insight
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
Assisting others
▪ Celebrate and acknowledge
▪
goal
Help embrace the adventure
of the next growth opportunity
▪ Skill building ▪ Identify opportunities for
▪ Nurturing by
practice and refinement
others
▪ Encourage and support
▪ Courage and ▪ Offer options, tips and hints
▪▪
humility
Persistence
Aha
▪
▪
moment/
confusion
Realization
Shift in root
perspective
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
| 29
What we need and don’t need
Opportunities for growth must include
Air-conditioned and auto radio in all the car
No customer responsibility in case of vehicle
damages
Opportunities must not include
12% airport fees on total rent cost (fuel and
taxes not included)
CDW insurance
8% rail fees on total rent cost (fuel and taxes
not included)
TP insurance
Refueling – cost
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
* Footnote
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| 30
Gantt Chart
Unit of Measure
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Responsibility
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F
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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
Title
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| 33
Weighing scales – could be used for pros and cons or costs and benefits,
etc
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* Footnote
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3 BY 3 MATRIX
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High
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4 BY 3 MATRIX
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* Footnote
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| 36
EXHIBIT TITLE
Unit of Measure
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Measure
Label 2
Label 1
Label 4
Label 2
Label 1
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Text
Text
Label 4
Label 2
Label 1
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Label 3
Label 2
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Text
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* Footnote
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Title
Measure
Label 3
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| 37
MAPS
| 38