惠普戰(zhàn)略規(guī)劃與評(píng)審課件

惠普的戰(zhàn)略規(guī)劃與評(píng)審

20(3/2000)惠普的戰(zhàn)略規(guī)劃與評(píng)審

20(3/2000)惠普的計(jì)劃理念；。

與的區(qū)別

惠普的計(jì)劃理念；。與的區(qū)別惠普的計(jì)劃流程–

THETEN-STEPS

Step1:

STATEMENTOFPURPOSE

Step2:

FIVEYEAROBJECTIVES

Step3:

CUSTOMERSANDCHANNELS

Step4:

COMPETITION

Step5:

IDEALSOLUTIONANDSTRATEGY

Step6:

IMPLEMENTATION

Step7:

FINANCIALANALYSIS

Step8:

EXTERNALASSUMPTIONS

Step9:

INTERNALINTERDEPENDENCIES

Step10:

FIRSTYEARPLAN惠普的計(jì)劃流程–THETEN-STEPS的戰(zhàn)略性邏輯ExternalInternalStrategicOperationsUnderstandingtheopportunitiesStep3:Customers&channelsStep4:CompetitionStep5:Idealsolution&strategyBuildingfocusStep1:StatementofpurposeStep2:Five-yearobjectivesStep8:Externalrisks&assumptionsStep9:InternalinterdependenciesMakingdecisionsStep6:PlanforimplementationStep7:FinancialanalysisImplementationStep10:First-yearplanValidation&monitoringPlanningtoplanAnoutside-inapproach的戰(zhàn)略性邏輯ExternalInternalStrateg運(yùn)用結(jié)果示例年度計(jì)劃：（）：1998–2001（）運(yùn)用結(jié)果示例年度計(jì)劃：（）惠普的戰(zhàn)略管理評(píng)審理念

邏輯是不容挑戰(zhàn)的惠普的戰(zhàn)略管理評(píng)審理念惠普的戰(zhàn)略管理評(píng)審方法

–（）1.0TopicsKnowledgeAreas1.0StrategicDirectionSTRATEGICDIRECTIONPLANNING3.1PlanningSystem3.2IncludingCustomerNeeds3.3Alignment3.02.06.1ActionsofLeaders6.2DecisionMaking6.3LeadingChangeLEADERSHIP6.05.0StrategicDevelopmentofPeopleDEVELOPMENTOFPEOPLE5.02.1EndCustomerIdentification2.2ValueDeliverySystem2.3OtherCustomersoftheSystem2.4CreatingPassionforCustomers2.5UnderstandingCompetition

CUSTOMERS&BUSINESSENVIRONMENT2.0EXECUTINGTHEPLANS4.1CrossOrganizationalProcesses,OrganizationDesign4.2ProcessManagement&Improvement4.3PlanDeployment&Review4.4ManagingRelationships4.5PerformanceMeasurement4.0惠普的戰(zhàn)略管理評(píng)審方法

–（）1.0TopicsK的實(shí)施流程BasicLeadingCompetitiveNarrativeResourcesHowToGetStartedTemplatesBasicLeadingCompetitiveNarrativeResourcesHowToGetStartedTemplates

?a

-Godoit!

PositionIMPORTPositionIMPORTPositionIMPORT'的實(shí)施流程BasicLeadingCompetitiveNa的實(shí)施流程實(shí)例的實(shí)施流程實(shí)例評(píng)審結(jié)果實(shí)例評(píng)審結(jié)果實(shí)例惠普的核心能力識(shí)別理念

知揚(yáng)棄者，勝惠普的核心能力識(shí)別理念惠普的核心能力識(shí)別方法–

（）惠普的核心能力識(shí)別方法–

（）

Beginningwithcorporatestrategicplan...…companyanalyzescapabilitiesrequiredtoexecute...…whicharethenbrokendownintohumanterms...…...…...….#1:

#2:

:

:

惠普的組織戰(zhàn)略方法論

–基于公司戰(zhàn)略的組織開發(fā)Beginningwith競(jìng)爭(zhēng)地位矩陣圖關(guān)鍵很重要重要StrategicDirectionEndCustomerIdentificationValueDeliverySystemOtherCustomersoftheSystemCreatingPassionforCustomersUnderstandingCompetition2.42.5業(yè)務(wù)單位競(jìng)爭(zhēng)地位PlanningSystemIncludingCustomerneedsAlignmentCrossOrg.Processes&Org.designProcessManagement&ImprovementPlanDeployment,Communication&ReviewManagingRelationshipsPerformanceMeasurement4.44.5StrategicDevelopmentofPeopleActionsofLeadersDecisionMakingLeadingChangePage14of19對(duì)業(yè)務(wù)單位的相對(duì)重要性有競(jìng)爭(zhēng)力“門檻”領(lǐng)先良好態(tài)勢(shì)持續(xù)改善以保持領(lǐng)先重要問題應(yīng)改進(jìn)以求最好結(jié)果關(guān)鍵問題應(yīng)投資以求迅速改變“曲高和寡”維持或減少投資4.36.32.44.2QMS評(píng)審結(jié)果示例競(jìng)爭(zhēng)地位矩陣圖關(guān)鍵很重要重要StrategicD謝謝12月-2213:55:2813:5513:5512月-2212月-2213:5513:5513:55:2812月-2212月-2213:55:282022/12/2313:55:28謝謝12月-2201:57:2701:5701:5712惠普的戰(zhàn)略規(guī)劃與評(píng)審

20(3/2000)惠普的戰(zhàn)略規(guī)劃與評(píng)審

20(3/2000)惠普的計(jì)劃理念；。

與的區(qū)別

惠普的計(jì)劃理念；。與的區(qū)別惠普的計(jì)劃流程–

THETEN-STEPS

Step1:

STATEMENTOFPURPOSE

Step2:

FIVEYEAROBJECTIVES

Step3:

CUSTOMERSANDCHANNELS

Step4:

COMPETITION

Step5:

IDEALSOLUTIONANDSTRATEGY

Step6:

IMPLEMENTATION

Step7:

FINANCIALANALYSIS

Step8:

EXTERNALASSUMPTIONS

Step9:

INTERNALINTERDEPENDENCIES

Step10:

FIRSTYEARPLAN惠普的計(jì)劃流程–THETEN-STEPS的戰(zhàn)略性邏輯ExternalInternalStrategicOperationsUnderstandingtheopportunitiesStep3:Customers&channelsStep4:CompetitionStep5:Idealsolution&strategyBuildingfocusStep1:StatementofpurposeStep2:Five-yearobjectivesStep8:Externalrisks&assumptionsStep9:InternalinterdependenciesMakingdecisionsStep6:PlanforimplementationStep7:FinancialanalysisImplementationStep10:First-yearplanValidation&monitoringPlanningtoplanAnoutside-inapproach的戰(zhàn)略性邏輯ExternalInternalStrateg運(yùn)用結(jié)果示例年度計(jì)劃：（）：1998–2001（）運(yùn)用結(jié)果示例年度計(jì)劃：（）惠普的戰(zhàn)略管理評(píng)審理念

邏輯是不容挑戰(zhàn)的惠普的戰(zhàn)略管理評(píng)審理念惠普的戰(zhàn)略管理評(píng)審方法

–（）1.0TopicsKnowledgeAreas1.0StrategicDirectionSTRATEGICDIRECTIONPLANNING3.1PlanningSystem3.2IncludingCustomerNeeds3.3Alignment3.02.06.1ActionsofLeaders6.2DecisionMaking6.3LeadingChangeLEADERSHIP6.05.0StrategicDevelopmentofPeopleDEVELOPMENTOFPEOPLE5.02.1EndCustomerIdentification2.2ValueDeliverySystem2.3OtherCustomersoftheSystem2.4CreatingPassionforCustomers2.5UnderstandingCompetition

CUSTOMERS&BUSINESSENVIRONMENT2.0EXECUTINGTHEPLANS4.1CrossOrganizationalProcesses,OrganizationDesign4.2ProcessManagement&Improvement4.3PlanDeployment&Review4.4ManagingRelationships4.5PerformanceMeasurement4.0惠普的戰(zhàn)略管理評(píng)審方法

–（）1.0TopicsK的實(shí)施流程BasicLeadingCompetitiveNarrativeResourcesHowToGetStartedTemplatesBasicLeadingCompetitiveNarrativeResourcesHowToGetStartedTemplates

?a

-Godoit!

PositionIMPORTPositionIMPORTPositionIMPORT'的實(shí)施流程BasicLeadingCompetitiveNa的實(shí)施流程實(shí)例的實(shí)施流程實(shí)例評(píng)審結(jié)果實(shí)例評(píng)審結(jié)果實(shí)例惠普的核心能力識(shí)別理念

知揚(yáng)棄者，勝惠普的核心能力識(shí)別理念惠普的核心能力識(shí)別方法–

（）惠普的核心能力識(shí)別方法–

（）

Beginningwithcorporatestrategicplan...…companyanalyzescapabilitiesrequiredtoexecute...…whicharethenbrokendownintohumanterms...…...…...….#1:

#2:

:

:

惠普的組織戰(zhàn)略方法論

–基于公司戰(zhàn)略的組織開發(fā)Beginningwith競(jìng)爭(zhēng)地位矩陣圖關(guān)鍵很重要重要StrategicDirectionEndCustomerIdentificationValueDeliverySystemOtherCustomersoftheSystemCreatingPassionforCustomersUnderstandingCo