2000-07-31-Bain-1999_Management_Tools_Techniques_Senior_Executive_Survey_8页_50kb

1999 | Management Tools & Techniques Summary

Core Content

This document presents the results of Bain & Company's 1999 "Management Tools & Techniques" survey, which gathered insights from 475 companies worldwide. The study analyzed 25 management tools and techniques, assessing their usage, satisfaction, and effectiveness over time. The goal was to distinguish between enduring strategies and fleeting fads, helping executives make informed decisions about tool implementation.

Main Findings

1. Tool Usage Declined in 1999

• On average, companies used 10.9 tools in 1999, down from 13.4 in 1998.
• The three most popular tools were:
  • Strategic Planning (81% usage)
  • Mission and Vision Statements (79% usage)
  • Benchmarking (77% usage)
• Utilization rates varied significantly, with some tools used by over 80% of managers and others by less than 10%.

2. Satisfaction with Tools Varies

• Overall satisfaction was mildly positive, with an average score of 3.87 (on a 5-point scale).
• The highest satisfaction was reported for:
  • Cycle Time Reduction
  • One-to-One Marketing
  • Strategic Planning
  • Mission and Vision Statements
• The lowest satisfaction was for:
  • Knowledge Management
  • Strategic Alliances
  • Activity-Based Management

3. Success Odds Differ by Tool

• Some tools, like Cycle Time Reduction, showed a strong positive satisfaction spread (33% extremely satisfied, 5% dissatisfied).
• Others, like Knowledge Management, had more dissatisfaction than satisfaction.
• The odds of success are significantly higher for tools at the top of the satisfaction scale compared to those at the bottom.

4. Loyalty to Tools Varies

• Companies that stopped using a tool after five years were often due to:
  • Perceived lack of value
  • Cost exceeding benefits
  • Lack of management or employee support
• Tools like Merger Integration Teams were often discontinued due to no ongoing acquisitions.

5. Top Ten Tools of Successful Companies

• Successful companies generally use the same tools as less successful ones, but are more satisfied with them.
• The top ten tools used by successful companies include:
  • Pay-for-Performance
  • Cycle Time Reduction
  • Strategic Planning
  • Mission and Vision Statements
  • Customer Satisfaction Measurement
  • Growth Strategies
  • Customer Segmentation
  • Total Quality Management
  • Scenario Planning
  • Supply Chain Integration
• Growth Strategies is the only tool in the top ten of successful companies that is not found in the top ten of less successful ones.

Key Insights

6. Best Tools for the Job

• Tools that are most effective are those that align with specific performance dimensions.
• Strategic Planning and Supply Chain Integration are notable for their strong performance across multiple areas.
• Some tools, like Cycle Time Reduction, can still deliver good results even with limited implementation.

7. Recommendations for Tool Use

1. Get the facts: Understand the strengths and weaknesses of each tool and combine them strategically.
2. Champion enduring strategies: Focus on long-term, sustainable strategies rather than short-lived trends.
3. Choose the best tools for the job: Select tools that align with specific business needs and goals.
4. Adapt tools to your business system: Rather than forcing a business model to fit a tool, tailor the tool to the organization's unique context.

Conclusion

The 1999 survey highlights the importance of selecting and implementing management tools based on their effectiveness, alignment with organizational goals, and the level of support they receive. While many tools are used globally, their success depends on how they are applied and the commitment from leadership. The data suggests that a few tools are consistently more effective, and that companies should focus on strategic, long-term adoption rather than chasing short-lived trends.