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P Q R S T U

The document discusses several variables related to organizational performance including employee commitment, partnerships, metrics, overcoming mistrust, and consistency with strategic goals. It then performs a MICMAC analysis to determine the driver and dependence power of each variable and understand the relationships between them. The analysis results in a matrix that shows employee commitment and partnerships have high driver power while metrics have high dependence.

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Pranav Goyal
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50 views16 pages

P Q R S T U

The document discusses several variables related to organizational performance including employee commitment, partnerships, metrics, overcoming mistrust, and consistency with strategic goals. It then performs a MICMAC analysis to determine the driver and dependence power of each variable and understand the relationships between them. The analysis results in a matrix that shows employee commitment and partnerships have high driver power while metrics have high dependence.

Uploaded by

Pranav Goyal
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as XLSX, PDF, TXT or read online on Scribd
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Variables

Employee Commitment
Partnership with dealers, distributors and retailers
Appropriate performance metrics
Overcoming mistrust
Consistent with startegic goals
Benchmarking

Variables
P Employee Commitment
Q Partnership with dealers, distributors and retailers
R Appropriate performance metrics
S Overcoming mistrust
T Consistent with startegic goals
U Benchmarking

The SSIM is transformed into a binary matrix, called the initial reachability matrix by su
1) If the (i, j) entry in the SSIM is V, then the (i, j) entry in the reachability matrix becom
2) If the (i, j) entry in the SSIM is A, then the (i, j) entry in the reachability matrix becom
3) If the (i, j) entry in the SSIM is X, then the (i, j) entry in the reachability matrix becom
4) If the (i, j) entry in the SSIM is O, then the (i, j) entry in the reachability matrix becom
Employee Partnership with dealers, distributors and
Commitment retailers
1 A
1

P Q

Employee Partnership with dealers, distributors and


Commitment retailers
1 0
1 1
0 0
1 1
1 1
1 1

ed the initial reachability matrix by substituting V, A, X, O by 1 and 0 as per the case. The rules for the subs
entry in the reachability matrix becomes 1 and the ( j, i ) entry becomes 0.
entry in the reachability matrix becomes 0 and the ( j, i ) entry becomes 1.
entry in the reachability matrix becomes 1 and the ( j, i ) entry also becomes 1.
entry in the reachability matrix becomes 0 and the ( j, i ) entry also becomes 0.
Appropriate performance Overcoming Consistent with startegic
metrics mistrust goals
V A A
V X A
1 A A
1 A
1

R S T

Appropriate performance Overcoming Consistent with startegic


metrics mistrust goals
1 0 0
1 1 0
1 0 0
1 1 0
1 1 1
1 1 1

as per the case. The rules for the substitution of 1’s and 0’s are the following:
s 0.
es 1.
ecomes 1.
ecomes 0.
Benchmarking
A
A
A
A
A
1

Benchmarking
0
0
0
0
0
1
Relations
P-R
Q-P-R Q-R
R-NOTHING
S-P-R S-Q-R
T-P-R T-Q-R
U-P-R U-Q-R

Employee
Variables Commitment
1 Employee Commitment 1
2 Partnership with dealers, distributors an 1
3 Appropriate performance metrics 0
4 Overcoming mistrust 1
5 Consistent with startegic goals 1
6 Benchmarking 1
Sum-Dependence Power 5

Variables/Sets Reachability Set


Employee Commitment 1,3
Partnership with dealers, distributors an 1,2,3,4
Appropriate performance metrics 3
Overcoming mistrust 1,2,3,4
Consistent with startegic goals 1,2,3,4,5
Benchmarking 1,2,3,4,5,6

Appropriate
performance
metrics
Appropriate performance metrics 1
Employee Commitment 1
Partnership with dealers, distributors an 1*
Overcoming mistrust 1*
Consistent with startegic goals 1*
Benchmarking 1*
Relations

Q-S

S-R
T-R T-S-R
U-R U-S-R

2 3

Partnership with dealers, Appropriate performance


distributors and retailers metrics
0 1
1 1*
0 1
1 1*
1 1*
1 1*
4 6

Antedecent set Intersection Set


1,2,4,5,6 1
2,4,5,6 2,4
1,2,3,4,5,6 3
2,4,5,6 2,4
5,6 5
6 6

Partnership with dealers,


Employee Commitment distributors and retailers
0 0
1 0
1 1
1 1
1 1
1 1
U-T-R

4 5

Overcoming mistrust Consistent with startegic goals


0 0
1 0
0 0
1 0
1 1
1 1
4 2

Levels
II
III
I
III
IV
V

Overcoming mistrust Consistent with startegic goals


0 0
0 0
1 0
1 0
1 1
1 1
6

Benchmarking Sum-Driving Power


0 2
0 4
0 1
0 4
0 5
1 6
1

Benchmarking
0
0
0
0
0
1
MICMAC ANALYSIS
7
Benchmar
6 king Consistent
with
5 startegic
Driver
Power

goals Partnership with


4
and Overcoming
3 mistrust

2 Employee commit
Dependence Power
1 Appr
perfo
0 metri5
0 1 2 3 4
MICMAC ANALYSIS

Partnership with dealers


and Overcoming
mistrust
Employee commitment

Appropriate
performance
metrics
3 4 5 6 7
5
4
6
4
2
1

7
2
4
1
4
5
6

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