《IBM陈文讲座》PPT课件.ppt

, 2006 IBM Corporation,陈 文 I中国公司全球业务服务部 合伙人 年月日,公司战略与战略管理: 经历与体会,Page 2,Agenda,Introduction Strategy - 适应还是预谋 案例: IBM 公司的服务战略的制定 BU Strategy Framework 部门操作型战略的制定模板 案例2: IBM 金融服务业务的增长战略 Strategy management - 布局行动与持续管理 案例3: 战略性行为的解读实例 Discussions,Page 3,Whats about Strategy?,Its about large organization for a sustainable competitive advantage in long term execution After the companys mission statement, strategy is the next thing Should be measured and communicated,Page 4,Agenda,Introduction Strategy - 适应还是预谋 案例: IBM 公司的服务战略的制定 BU Strategy Framework 部门操作型战略的制定模板 案例2: IBM 金融服务业务的增长战略 Strategy management - 布局行动与持续管理 案例3: 战略性行为的解读实例 Discussions,Page 5,IBM Company Mission Statement,At IBM, we strive to lead in the invention, development and manufacture of the industrys most advanced information technologies, including computer systems, software, storage systems and microelectronics. We translate these advanced technologies into value for our customers through our professional solutions, services and consulting businesses worldwide.,Page 6,The IT industry evolution in 1980-1990s,Splendid middle 80s Trends of Open system Momentum changes From Growth to Control,Page 7,The historical valley of IBM in 1993,Lou Gerstner took CEO Position in April 1993 after IBMs huge loss Two key decisions No new Strategy to announce Keep IBM integrated as one company Financially survivalimproveand growthNEW strategy 3 years late, eBusiness strategy announced,Page 8,Page 9,How is strategy set forth?,External Traditional IT products business margin squeeze and technical trend changes Unique advantages scale economy, management system, customer bases, branding, nature expansion, asset A believe and strategic forecast IT and business management co-relations business model,Page 10,Page 11,Page 12,Page 13,Page 14,Page 15,How is strategy set forth?,External internal factors Inertia, momentum Mission believe Organization Measurements Culture Model and operation,Page 16,Agenda,Introduction Strategy - 适应还是预谋 案例: IBM 公司的服务战略的制定 BU Strategy Framework 部门操作型战略的制定模板 案例2: IBM 金融服务业务的增长战略 Strategy management - 布局行动与持续管理 案例3: 战略性行为的解读实例 Discussions,Page 17,Page 18,BU Strategy with a common template is necessary for consistency management,Page 19,Strategic Intent,Vision ( 3 5 years ) Be the market share leader, thought leader and strategic partner in enabling our customers to transform into on-demand financial institutions Goal Achieve xxx revenue target by xxxx Expand (Offerings) from xx% to xx% of IBM revenue portfolio from FSI by xxx Build first on-demand show case in Financial Industry by xxx Objective (20xx) Achieve xxx revenue from FSI Achieve US$xxxM of (certain Solution) revenue Gain leadership position in distribution software by xxx Grow revenue from xxxx (Industry) by xx% Build ebusiness on demand offering capability and package,Page 20,Business Design ( Sample ),Page 21,Culture and Climate,People Management in PBC Process,Lead,Manage,Motivate,Do,What kind of culture (behavior) we want to foster? What kind of climate we want to create? How do we communicate mission and expectation to the team?,Page 22,Talent,Current Human Resource Assessment Training and Development Program Performance Measurement and Award Design,Page 23,Agenda,Introduction Strategy - 适应还是预谋 案例: IBM 公司的服务战略的制定 BU Strategy Framework 部门操作型战略的制定模板 案例2: IBM 金融服务业务的增长战略 Strategy management - 布局行动与持续管理 案例3: 战略性行为的解读实例 Discussions,Page 24,In 1994, IBM announced Industry focus with organization changes,Sales team focused on the clients industry knowledge and business know your customers core business Transformation begins Industry solution research and developments reinforced IT products to IT solutions for business,Page 25,Acquisition of PWCC in July 2002 at 3.5B - a reflection of the IBM Transformation strategy,Why? Industry specialized business consultancy competency enhancement Turn IBM into a business solution company How is will work together? What about now? Transformation?,Page 26,Sell off PC Division to Lenovo in 1.27B in Dec 2004,Why? Focus strategy Transform IBM to business solutions Reaction in Strategy subject Operationally: Could it work for Lenovo? IBM to lose a brand recognition? Who will do PC business better: Lenovo or IBM? Specialization or Diversification Top Line concern?,Page 27,Other interesting events,Consideration of Mobil Phone business in 2002? Give up OS/2 Operating systems in 1997? Why chose to product compatible PC display in 1999? Sold out network products division to CISCO in 1998? BPO Products -Services - e Business - ON Demand - Transformation leader,Page 28,Strategy is about selection and de-selection Michael Porter,Chinas BCS strategy Thin operation Vs Growth Branding,Page 29,Agenda,Introduction Strategy - 适应还是预谋 案例: IBM 公司的服务战略的制定 BU Strategy Framework 部门操作型战略的制定模板 案例2: IBM 金融服务业务的增长战略 Strategy management - 布局行动与持续管理 案例3: 战略性行为的解读实例 Discussions,Page 30,Strategy Execution?,How strategy is managed? Awareness Organization Measurements Short term and long term Value belief,Page 31,Different perceptions about strategy from different roles,Consultant? Business leader? Execution leaders?,Page 32,China BCS Story Changes in organization and strategy management,Leaders and Second tiers companys strategy different perspective Offensive De