戰(zhàn)略實施與控制戰(zhàn)略管理

1、戰(zhàn)略實施與控制戰(zhàn)略管理2一 戰(zhàn)略實施The Mckinsey 7-s frameworkstructureSharedvaluesstaffsystemsstylestrategyskills3The Mckinsey 7-s frameworkn硬件硬件nStrategy, structure, systemsn軟件軟件nStyle, shared values, staffs, skills4The Mckinsey 7-s frameworknStrategy: a set of decisions and actions aimed at gaining a sustainable c

2、ompetitive advantagenStructure: the organization chart and associated information that shows who reports to whom and how tasks are both divided up and integrated5The Mckinsey 7-s frameworknSystems: the flow of activities involved in the daily operation of a business, including its core process and i

3、ts support systems.nStyle: how managers collectively spend their time and attention, and how they use symbolic behavior. How management acts is more important than what management says. 6The Mckinsey 7-s frameworknStaff: how companies develop employees and shape basic valuesnShared values: commonly

4、held beliefs, mindsets, and assumptions that shape how an organization behavesits corporate culturenSkills: an organizations dominant capabilities and competence7戰(zhàn)略實施n戰(zhàn)略實施戰(zhàn)略實施-變革變革n戰(zhàn)略實施戰(zhàn)略實施-按圖施工？按圖施工？n戰(zhàn)略實施戰(zhàn)略實施-組織結(jié)構(gòu)（組織服務(wù)于戰(zhàn)略？）組織結(jié)構(gòu)（組織服務(wù)于戰(zhàn)略？）n戰(zhàn)略實施戰(zhàn)略實施-高階領(lǐng)導(dǎo)的作用高階領(lǐng)導(dǎo)的作用8戰(zhàn)略實施與變革戰(zhàn)略實施與變革n組織組織/業(yè)務(wù)業(yè)務(wù)/流程重組流程重組n管理人

5、員調(diào)整管理人員調(diào)整n制度、文化、觀念變革制度、文化、觀念變革nEvolutionary adaptive changes? nRevolutionary generative changes?9目標分解 使命目標組織戰(zhàn)略職能戰(zhàn)略運作策略財務(wù)策略營銷策略幸福生活滿意職業(yè)高級文憑學(xué)校/專業(yè)選課10目標分解 使命目標組織戰(zhàn)略職能戰(zhàn)略運作策略財務(wù)策略營銷策略生存、發(fā)展市場份額低成本產(chǎn)品、選址產(chǎn)品選擇11如何設(shè)定目標-SMART原則n具體具體Specific 不要用行動表達目標不要用行動表達目標n可測量可測量Measurable 定量化定量化n達成共識達成共識Agreed 不不是強加于人是強加于人n實事

6、求是實事求是Realistic 難度、資源難度、資源n時限時限Time-bound 長長中短結(jié)合起來中短結(jié)合起來12目標分解：DELLn1986年，年，6000萬美元萬美元n會議：今后會議：今后6年要成為重要的跨國公司年要成為重要的跨國公司n兩個戰(zhàn)略目標：大型公司客戶，全球化兩個戰(zhàn)略目標：大型公司客戶，全球化n具體行動：產(chǎn)品質(zhì)量、直銷創(chuàng)新、技術(shù)支持具體行動：產(chǎn)品質(zhì)量、直銷創(chuàng)新、技術(shù)支持n最后制定了最后制定了131項涉及營銷、生產(chǎn)、管理、技術(shù)、融項涉及營銷、生產(chǎn)、管理、技術(shù)、融資等方面的具體策略資等方面的具體策略n1992年，年，20億美元億美元YGXX20030415，逆向思維驅(qū)動超速成長逆向

7、思維驅(qū)動超速成長13戰(zhàn)略與組織結(jié)構(gòu)nProper match between strategy and structurenMust be flexible, innovative and creative to exploit the core competence in the pursuit of market opportunitiesnAlso require a certain degree of stability in their structures so that day-to-day tasks can be completed efficiently14戰(zhàn)略與組織結(jié)構(gòu)S

8、tability = = Rigidity15Strategy and structure growth patternSimplestructureSales growthcoordination and control problemsfunctionalstructureSales growthcoordination and control problemsMulti-divisionalstructureEfficient implementation of formulated strategy16Strategy and structure制定新戰(zhàn)略出現(xiàn)新的管理問題組織績效下降建

9、立新組織結(jié)構(gòu)組織績效得到改進17組織形式-單一結(jié)構(gòu)nSimple structurenThe owner-manager makes all major decisions directly and monitors all activities.18組織形式-職能制nFunctional structurenConsists of a chief executive officer and a limited corporate staff, with functional line managers in dominant organization areas such as produc

10、tion, accounting, marketing, R&D, engineering, and human resources.19組織形式組織形式-事業(yè)部制事業(yè)部制 nMultidivisional structurenComposed of operating divisions, each representing a separate business or profit center in which the top corporate officers delegate responsibilities for day-to-day operations and bu

11、siness-unit strategy to division managers. 20Multidivisional structureM -modelMultidivisional structureCorporativeformSBUformCompetitiveform21Functional structurecost leadershipOffice of the presidentCentralized staffengineeringmarketingoperationaccountingaccountingpersonnelOperation is the main fun

12、ctionProcess engineering is emphasized, rather than R&DLarge centralized staff coordinate functionsFormalized proceduresOverall structure is mechanical; job roles are highly structured.22Functional structuredifferentiationPresident & limited staffR & Dmarketingoperationaccountingpersonne

13、lMarketing is the main functionNew product R&D is emphasizedOnly market and R&D have centralized staff Formalized procedures are limitedOverall structure is organicR & Dmarketing23Strategic leadershipnThe ability to implement strategies is one of the most valuable of all managerial skill

14、s.nUS managers now spend an estimated $10 billion annually on strategic analysis and strategy formulation. Managers themselves report that less than half are ever implemented. However, outside observers put the success rate even lower: less than 10 percent.24Strategic leadershipnThe ability to antic

15、ipate, envision, maintain flexibility, and empower others to create strategic change as necessary.25Strategic leadershipEffective strategic leadershipStrategic intentStrategic missionSuccessfulStrategic actionsFormulationOf strategiesImplementationOf strategiesStrategiccompetitiveness26Strategic lea

16、dershipEffective strategic leadershipDeterminingstrategicdirectionExploiting/maintainingCore competenceDevelopinghumancapitalEstablishingbalancedcontrolsSustainingAn effectiveOrganizational culture27高管的角色職責(zé)戰(zhàn)略領(lǐng)導(dǎo)nShip captain? Social activities director?n組織者組織者-要組織要組織“活動活動”n溝通者溝通者-交流交流n仲裁著仲裁著-明確是非標準明確

17、是非標準n決策者決策者-選擇方案選擇方案n激勵者激勵者-傳達戰(zhàn)略意圖，賦予工作以意義傳達戰(zhàn)略意圖，賦予工作以意義nPeter Senge designer28戰(zhàn)略控制系統(tǒng)1.建立績效評估標準：多源自公司的策略，建立績效評估標準：多源自公司的策略，目的是達到當(dāng)代績效標準目的是達到當(dāng)代績效標準2.建立管理或監(jiān)控系統(tǒng)來看看標準和目標建立管理或監(jiān)控系統(tǒng)來看看標準和目標是否達成是否達成3.比較實際的與預(yù)期的績效目標比較實際的與預(yù)期的績效目標未必一定要有什么行動未必一定要有什么行動29五大控制體系五大控制體系n基礎(chǔ)控制組織、責(zé)任、權(quán)力n文化價值觀和行為規(guī)范n溝通正式和非正式n協(xié)調(diào)橫向聯(lián)系n評價與獎懲30控

18、制方法點和信息1.財務(wù)控制：成長率、市場占有率、財務(wù)控制：成長率、市場占有率、現(xiàn)金流現(xiàn)金流2.產(chǎn)出控制：效率、品質(zhì)、創(chuàng)新、顧產(chǎn)出控制：效率、品質(zhì)、創(chuàng)新、顧客滿意度客滿意度3.行為控制：組織規(guī)則行為控制：組織規(guī)則4.文化控制：共享價值觀文化控制：共享價值觀31戰(zhàn)略實施與業(yè)績提升業(yè)績提升是戰(zhàn)略成功的主要標志業(yè)績提升是戰(zhàn)略成功的主要標志32施樂n施樂發(fā)明復(fù)印機，復(fù)印機的代名詞施樂發(fā)明復(fù)印機，復(fù)印機的代名詞n70年代壟斷普通復(fù)印機市場年代壟斷普通復(fù)印機市場n最初：出租復(fù)印機，但客戶不滿，故障率太高最初：出租復(fù)印機，但客戶不滿，故障率太高n改變模式：出售改變模式：出售+維修維修n銷售收入和維修收入均大漲

19、，戰(zhàn)略非常成功銷售收入和維修收入均大漲，戰(zhàn)略非常成功n后來日本產(chǎn)品一躍而起，施樂幾乎倒閉后來日本產(chǎn)品一躍而起，施樂幾乎倒閉原因？原因？33BSCn財務(wù)財務(wù)-MYOPIAn客戶客戶n內(nèi)部管理內(nèi)部管理n學(xué)習(xí)與發(fā)展學(xué)習(xí)與發(fā)展34PHILOSOPHn企業(yè)衡量什么，人們就關(guān)心什么，企業(yè)衡量什么，人們就關(guān)心什么，并做好什么并做好什么nBSC就是企業(yè)的就是企業(yè)的CT檢查檢查35績效評估n績效評估是一種重要的管理工具，被廣績效評估是一種重要的管理工具，被廣泛地用于戰(zhàn)略控制和業(yè)務(wù)控制之中。泛地用于戰(zhàn)略控制和業(yè)務(wù)控制之中。n績效指標有許多種，包括財務(wù)、效率、績效指標有許多種，包括財務(wù)、效率、發(fā)展、浪費、質(zhì)量等等。發(fā)展、浪費、質(zhì)量等等。n這些指標往往同時使用。這些指標往往同時使用。36評估體系的五個認識要點1 是一種戰(zhàn)略性的溝通渠道是一種戰(zhàn)略性的溝通渠道n在組織上下傳達了這樣的信息：在組織上下傳達了這樣的信息：“什么才是對于我們真正重要的東什么才是對于我們真正重要的東西西”n映射出公司的戰(zhàn)略使命、定位、目映射出公司的戰(zhàn)略使命、定位、目標等等。標等等。這才是我們認為這才是我們認為重要的東西！重要的東西！372 組織內(nèi)部的相互支持、組織內(nèi)部的相互支持、達成共識、積極參與是十達成共識、