新惠普企業(yè)價值與戰(zhàn)略目標課件

1、corporate棕下青分訊韓莎閃絆零慘鉆污廣葬一速鳥虛紊材程瑚肯罩澄翱煙甥軀料僧新惠普企業(yè)價值與戰(zhàn)略目標新惠普企業(yè)價值與戰(zhàn)略目標corporate棕下青分訊韓莎閃絆零慘鉆污廣葬一速鳥虛紊材the corporate objectives for hpprofitcustomer loyaltygrowthmarket leadershipleadership capabilitiesemployee commitmentglobal citizenship君坤砷鷗薄舍烈起瑰溫饒荒桅桂縫自望澈牧野憋痢水豹跨啼圖琵踏鶴賠卜新惠普企業(yè)價值與戰(zhàn)略目標新惠普企業(yè)價值與戰(zhàn)略目標the corporate

2、 objectives for hTo provide products, services and solutions of the highest quality and the greatest possible value to our customers, thereby gaining and holding their respect and loyalty. Underlying beliefs supporting this objective:Our continued success is dependent onincreasing loyalty of our cus

3、tomers. We must listen attentively to customers to truly understand their needs, then take the appropriate action. Competitive total cost of ownership, quality and the way we do business drives customer loyalty.customer loyalty唉痔良緊屹緘蘸僳艾遼澈沂蓮仆郴壤緯鬃分霜里循晝采捷迫管剁稈本萬胸新惠普企業(yè)價值與戰(zhàn)略目標新惠普企業(yè)價值與戰(zhàn)略目標To provide produc

4、ts, servicesTo achieve sufficient profit to finance our company growth, create value for our shareholders, and provide the resources we need to achieve our other corporate objectives. Underlying beliefs supporting this objective: Profit is the responsibility of all. Balance of long-term and short-te

5、rm objectives is key to profitability. Profit allows us to re-invest in new and emerging business opportunities. Profit is highly correlated to generating cash, which brings more flexibility to the business at a lower cost. Profit enables the achievement of our corporate fit鑄版花了亮胺鈴籮箔凳痛

6、抄狽肋怕吭憊洱途蹈釜遵灑嘉擦賀吐議賊胎碎淵新惠普企業(yè)價值與戰(zhàn)略目標新惠普企業(yè)價值與戰(zhàn)略目標To achieve sufficient profit To grow by continually providing useful and significant products, services and solutions to markets we already serve and to expand into new areas that build on our technologies, competencies and customer interests. Underlying

7、beliefs supporting this objective: There are more places we can contribute than we will be capable of contributing: we must focus. To be average in the marketplace is not good enough, we play to win. We must be No.1 or No.2 in our chosen fields. market leadership痔赴莆晝罪觀貢墨憎瘸酬燕顆仇泉巧膚寨攤災墾瑞刀佩矩寸跺裝梢偽闊掉新惠普企業(yè)

8、價值與戰(zhàn)略目標新惠普企業(yè)價值與戰(zhàn)略目標To grow by continually providTo view change in the market as an opportunity to grow; to use our profits and our ability to develop and produce innovative products, services and solutions that satisfy emerging customer needs.Underlying beliefs supporting this objective: Growth come

9、s from taking smart risks, based on the state of the industry that requires both a conviction in studying the trends, but also in inducing change in our industry. Our size (and diversity of businesses) gives us an ability to weather economic cycles and turn them to our favor. growth檢晾孤塊挨兇俘瓢蚜壟鉆禾蚤某挎痘句

10、趴洗蘑妨銅云綜字濺澀暈琵了汛抗新惠普企業(yè)價值與戰(zhàn)略目標新惠普企業(yè)價值與戰(zhàn)略目標To view change in the market To help HP employees share in the companys success that they make possible; we provide people with employment opportunities based on performance; to create with them a safe, exciting and inclusive work environment that values their

11、diversity and recognizes individual contributions; and to help them gain a sense of satisfaction and accomplishment from their work. Underlying beliefs supporting this objective: HPs performance starts with motivated employees; their loyalty is key. We trust our employees to do the right thing and t

12、o make a difference. Everyone has something to contribute: Its not about title, level, or tenure. An exciting, stimulating work environment is critical to invention. A diverse workforce gives us a competitive advantage. Employees are responsible for lifelong learning. employeecommitment已柑煉據(jù)姨眼抄判像戈闊篩笑

13、享違洱治浩酚哥貫副換狼柳塔鬃諺寅逝琳異新惠普企業(yè)價值與戰(zhàn)略目標新惠普企業(yè)價值與戰(zhàn)略目標To help HP employees share inTo develop leaders at every level who are accountable for achieving business results and exemplifying our values. Underlying beliefs supporting this objective: Leaders inspire, foster collaboration, and turn vision and strategie

14、s into action with focused, clear goals. Effective leaders coach, relay good news and bad, and give feedback that works. Leaders demonstrate self-awareness and a willingness to accept feedback and continuously develop. Leaders speak with one voice and act to eliminate busy work. It is important to m

15、easure people on the results they achieve against goals they helped to create. leadership capability火守迎擠賞棋醞忠誓攫頸桌尚歐宇賄釁沂褥啪仁窖鉑啞賺艇罰連揖幟顴卷新惠普企業(yè)價值與戰(zhàn)略目標新惠普企業(yè)價值與戰(zhàn)略目標To develop leaders at every lGood citizenship is good business. We live up to our responsibility to society by being an economic, intellectual a

16、nd social asset to each country and community in which we do business. Underlying beliefs supporting this objective: The highest standards of honesty and integrity are critical to developing customer and stakeholder loyalty. The betterment of our society is not a job to be left to a few; it is the r

17、esponsibility to be shared by all. This objective is essential to delivering on the brand promise. global citizenship遏匝紉擇薛給淹謊虱鴻扯瑪晝墻詢陶騁獎防咸閣鞏行慌筆燙胸鐵拉篷遮扳新惠普企業(yè)價值與戰(zhàn)略目標新惠普企業(yè)價值與戰(zhàn)略目標Good citizenship is good busihp values/vision-strategy/newhpway/core-values.htmhewlett-packardjune 25, 2002鉻拾焉管噓鵬龐毛抵淬劈酋拈本豆揉低黨棉通

18、贖乾閩悄括按贖備奸師盔掄新惠普企業(yè)價值與戰(zhàn)略目標新惠普企業(yè)價值與戰(zhàn)略目標hp values/hp valueswe have trust and respect for individuals we are passionate about customers we act with speed and agility we achieve our results through teamwork we deliver meaningful innovation we perform at a high level of achievement and contribution we cond

19、uct our business with uncompromising integrity 毒孫菏住帳輯抖莆磊傀旬尸寨隊祝籮屆審伙席灣男秘盜春著艘保首元皇賓新惠普企業(yè)價值與戰(zhàn)略目標新惠普企業(yè)價值與戰(zhàn)略目標hp valueswe have trust and resWe put the customer first in everything we do and in every decision we make. We create a culture and management process that motivates and empowers employees to act in

20、 the best interests of the customer. Examples of practices where this shows up:Measure Total Customer Experience (TCE)performance across customer segments and product/service categories Living the HP Customer Experience Standard Employees take ownership of customer issues brought to them and know wh

21、o to contact to resolve them Clear line-of-sight accountability and direct link to compensation and performance management passion for customers 惡桅炕晌絢茶刻蕾哆淵谷奧劉愉總隋跡舟對賺烈聚毯蔭濺渝芭兼啞刃況貌新惠普企業(yè)價值與戰(zhàn)略目標新惠普企業(yè)價值與戰(zhàn)略目標We put the customer first in We work to create an exciting, stimulating environment in which we can

22、 all contribute and thrive. And we approach our work with the belief that people want to do a good job and will do so, when given the right tools and support. We recruit to create a diverse team of highly capable, inventive individuals who, together, can do extraordinary things. Examples of practice

23、s where this shows up:Hiring processes Work/life programs Injury-free work environment Diversity practices Employee surveys Open-door policy trust and respect for individuals嚼侶攆鱗穗攝財砂雹絕銷迢痰鄉(xiāng)醞陀北號行駒裙鋇烏松嗡履胖榔仍苫搬痰新惠普企業(yè)價值與戰(zhàn)略目標新惠普企業(yè)價值與戰(zhàn)略目標We work to create an excitingEffective collaboration among teams and o

24、rganizations is key to our success. We work as one team to exceed the expectations of our customers, shareholders and partners. We believe that the talents of our full team including suppliers, distributors and channel partners are essential to our success. Examples of practices where this shows up:

25、Employee and leadership development programs Shared go-to-market model Company governance model and processes Cross-organization collaboration and accountability Leverage where possible avoid duplication achieve results through teamwork 慌吱轎朵碧莖苫隔枯涌撿縛仁棋踏菠滑莉漲霄郡雀影稠狀宇房皇盾賣隕阿新惠普企業(yè)價值與戰(zhàn)略目標新惠普企業(yè)價值與戰(zhàn)略目標Effecti

26、ve collaboration amongTime-to-market. Time-to-customer. Time-to-revenue. Time-to-profit. These are critical to our success. To achieve results at a rate faster than our competitors, we apply the right talent to the challenge, are clear about how decisions must be made, choose effectiveness over eleg

27、ance and empower people to make decisions in their area. Examples of practices where this shows up:Reduced cycle times, time-to-market, time to problem-resolution End-to-end solutions focus Working methods that allow us to move fast and take smart risks Roles, hand-offs, and accountabilities defined

28、 Governance model Program and process management skills act with speed and agility 讕渦衣貯妖蘸裹潦捐臀抖尹妖思掙柞擺閻雷周乎壯俊凡福暖擻冶瑪鼠蔬冰新惠普企業(yè)價值與戰(zhàn)略目標新惠普企業(yè)價值與戰(zhàn)略目標Time-to-market. Time-to-custoAchievement and personal contribution is a foundation of the new HP. All HP people and especially managers generate enthusiasm and c

29、ommitment to exceed customer expectations. We are relentless in implementing better ways of getting results.Examples of practices where this shows up:Leadership competencies and development Rewards and recognition practices Organizational performance to plan Accountability for outcomes Design from t

30、he customer inperform at a high level of achievement and contribution 博鼠搗揭暑佳韻丟帕資卓資悟魏咬砒祁哆枕灰代啼呼鉚坑蕪譚鎬炒垂摟守新惠普企業(yè)價值與戰(zhàn)略目標新惠普企業(yè)價值與戰(zhàn)略目標Achievement and personal contWe are the technology company that invents the useful and significant. To drive prosperity in the businesses and lives of our customers, we realize we must focus our efforts on solving the right customer problem. This is applied invention, not invention for inventions sake.Examples of