戰(zhàn)略實施與控制講義

1、1一 戰(zhàn)略實施The Mckinsey 7-s frameworkstructureSharedvaluesstaffsystemsstylestrategyskills2The Mckinsey 7-s framework硬件Strategy, structure, systems軟件Style, shared values, staffs, skills3The Mckinsey 7-s frameworkStrategy: a set of decisions and actions aimed at gaining a sustainable competitive advantage

2、Structure: the organization chart and associated information that shows who reports to whom and how tasks are both divided up and integrated4The Mckinsey 7-s frameworkSystems: the flow of activities involved in the daily operation of a business, including its core process and its support systems.Sty

3、le: how managers collectively spend their time and attention, and how they use symbolic behavior. How management acts is more important than what management says. 5The Mckinsey 7-s frameworkStaff: how companies develop employees and shape basic valuesShared values: commonly held beliefs, mindsets, a

4、nd assumptions that shape how an organization behavesits corporate cultureSkills: an organizations dominant capabilities and competence6戰(zhàn)略實施戰(zhàn)略實施-變革戰(zhàn)略實施-按圖施工？戰(zhàn)略實施-組織結(jié)構(gòu)組織效勞于戰(zhàn)略？戰(zhàn)略實施-高階領(lǐng)導(dǎo)的作用7戰(zhàn)略實施與變革組織/業(yè)務(wù)/流程重組管理人員調(diào)整制度、文化、觀念變革Evolutionary adaptive changes? Revolutionary generative changes?8目標(biāo)分解 使命目標(biāo)組織戰(zhàn)略職能

5、戰(zhàn)略運(yùn)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9目標(biāo)分解 使命目標(biāo)組織戰(zhàn)略職能戰(zhàn)略運(yùn)作策略財務(wù)策略營銷策略生存、開展市場份額低本錢產(chǎn)品、選址產(chǎn)品選擇10如何設(shè)定目標(biāo)-SMART原那么具體Specific 不要用行動表達(dá)目標(biāo)可測量Measurable 定量化達(dá)成共識Agreed 不是強(qiáng)加于人實事求是Realistic 難度、資源時限Time-bound 長中短結(jié)合起來11目標(biāo)分解：DELL1986年，6000萬美元會議：今后6年要成為重要的跨國公司兩個戰(zhàn)略目標(biāo)：大型公司客戶，全球化具體行動：產(chǎn)品質(zhì)量、直銷創(chuàng)新、技術(shù)支持最后制定了131項涉及營銷、生產(chǎn)、管理、技術(shù)、融資等方面的

6、具體策略1992年，20億美元YGXX20030415，逆向思維驅(qū)動超速成長12戰(zhàn)略與組織結(jié)構(gòu)Proper match between strategy and structureMust be flexible, innovative and creative to exploit the core competence in the pursuit of market opportunitiesAlso require a certain degree of stability in their structures so that day-to-day tasks can be comp

7、leted efficiently13戰(zhàn)略與組織結(jié)構(gòu)Stability = = Rigidity14Strategy and structure growth patternSimplestructureSales growthcoordination and control problemsfunctionalstructureSales growthcoordination and control problemsMulti-divisionalstructureEfficient implementation of formulated strategy15Strategy and st

8、ructure制定新戰(zhàn)略出現(xiàn)新的管理問題組織績效下降建立新組織結(jié)構(gòu)組織績效得到改進(jìn)16組織形式-單一結(jié)構(gòu)Simple structureThe owner-manager makes all major decisions directly and monitors all activities.17組織形式-職能制Functional structureConsists of a chief executive officer and a limited corporate staff, with functional line managers in dominant organizati

9、on areas such as production, accounting, marketing, R&D, engineering, and human resources.18組織形式-事業(yè)部制 Multidivisional structureComposed of operating divisions, each representing a separate business or profit center in which the top corporate officers delegate responsibilities for day-to-day operatio

10、ns and business-unit strategy to division managers. 19Multidivisional structureM -modelMultidivisional structureCorporativeformSBUformCompetitiveform20Functional structurecost leadershipOffice of the presidentCentralized staffengineeringmarketingoperationaccountingaccountingpersonnelOperation is the

11、 main functionProcess engineering is emphasized, rather than R&DLarge centralized staff coordinate functionsFormalized proceduresOverall structure is mechanical; job roles are highly structured.21Functional structuredifferentiationPresident & limited staffR & DmarketingoperationaccountingpersonnelMa

12、rketing is the main functionNew product R&D is emphasizedOnly market and R&D have centralized staff Formalized procedures are limitedOverall structure is organicR & Dmarketing22Strategic leadershipThe ability to implement strategies is one of the most valuable of all managerial skills.US managers no

13、w 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.23Strategic leadershipThe ability to anticipate, envision, m

14、aintain flexibility, and empower others to create strategic change as necessary.24Strategic leadershipEffective strategic leadershipStrategic intentStrategic missionSuccessfulStrategic actionsFormulationOf strategiesImplementationOf strategiesStrategiccompetitiveness25Strategic leadershipEffective s

15、trategic leadershipDeterminingstrategicdirectionExploiting/maintainingCore competenceDevelopinghumancapitalEstablishingbalancedcontrolsSustainingAn effectiveOrganizational culture26高管的角色職責(zé)戰(zhàn)略領(lǐng)導(dǎo)Ship captain? Social activities director?組織者-要組織“活動溝通者-交流仲裁著-明確是非標(biāo)準(zhǔn)決策者-選擇方案鼓勵者-傳達(dá)戰(zhàn)略意圖，賦予工作以意義Peter Senge des

16、igner27戰(zhàn)略控制系統(tǒng)1.建立績效評估標(biāo)準(zhǔn)：多源自公司的策略，目的是到達(dá)當(dāng)代績效標(biāo)準(zhǔn)2.建立管理或監(jiān)控系統(tǒng)來看看標(biāo)準(zhǔn)和目標(biāo)是否達(dá)成3.比較實際的與預(yù)期的績效目標(biāo)未必一定要有什么行動28五大控制體系根底控制組織、責(zé)任、權(quán)力文化價值觀和行為標(biāo)準(zhǔn)溝通正式和非正式協(xié)調(diào)橫向聯(lián)系評價與獎懲29控制方法點(diǎn)和信息1.財務(wù)控制：成長率、市場占有率、現(xiàn)金流2.產(chǎn)出控制：效率、品質(zhì)、創(chuàng)新、顧客滿意度3.行為控制：組織規(guī)那么4.文化控制：共享價值觀30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(biāo)志31施樂施樂創(chuàng)造復(fù)印機(jī)，復(fù)印機(jī)的代名詞70年代壟斷普通復(fù)印機(jī)市場最初：出租復(fù)印機(jī)，但客戶不滿，故障率太高改變模式：出售

17、+維修銷售收入和維修收入均大漲，戰(zhàn)略非常成功后來日本產(chǎn)品一躍而起，施樂幾乎倒閉原因？32BSC財務(wù)-MYOPIA客戶內(nèi)部管理學(xué)習(xí)與開展33PHILOSOPH企業(yè)衡量什么，人們就關(guān)心什么，并做好什么BSC就是企業(yè)的CT檢查34績效評估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?？冃е笜?biāo)有許多種，包括財務(wù)、效率、開展、浪費(fèi)、質(zhì)量等等。這些指標(biāo)往往同時使用。35評估體系的五個認(rèn)識要點(diǎn)1 是一種戰(zhàn)略性的溝通渠道在組織上下傳達(dá)了這樣的信息：“什么才是對于我們真正重要的東西映射出公司的戰(zhàn)略使命、定位、目標(biāo)等等。這才是我們認(rèn)為重要的東西！362 組織內(nèi)部的相互支持、達(dá)成共識、積極參與是十分重要的評價指標(biāo)必須得到評估對象的廣泛理解與認(rèn)同。這就需要在建立評估體系時就吸收評估對象來參與。評估體系的五個認(rèn)識要點(diǎn)373 通過評估體系，可以加強(qiáng)必要的監(jiān)控與