医疗行业业绩卓越奖及波多里奇奖1

2020/5/13,1,TableofContents目录,Subject1:BackgroundofPerformanceExcellenceandBaldrigeAwardOverview主题1：业绩卓越奖的背景以及波多里奇奖的概况Subject2:theCoreValueoftheBaldrigeModel主题2：波多里奇模式的核心价值Subject3:OrganizationalProfileandOrganizationalChallenge主题3：组织简介以及组织挑战Subject4:TheCategories,Items,AreasandSpecificquestions主题4：类、条款、区域以及特殊问题Subject5:Self-AssessmentandImprovementsBasedonBaldrigeCriteria主题5：基于波多里奇标准的自我评估和改进主题6：如何实施波多里奇奖及如何编写自评报告,2020/5/13,2,Whatdoweintendtoachieveinthecourse?本次课程我们要达到的目的？（1）,Wewanttoanswerthefollowingquestions:我们想回答下列问题：Whatshallwedotoensurethelongtermsuccessofourbusiness?我们应该怎样做才能确保商业长期成功？WhatarethecontentsandmechanismsofBaldrigeAward?波多里奇奖的内容和评奖机制是什么？DoesBaldrigeAwardprovidetheframeworkandcriteriaforalongtermsuccessfulbusiness?波多里奇奖是否为长期成功的商业提供了框架和方法？,2020/5/13,3,IsourorganizationreadytoutilizetheBaldrigeAward?我们的组织是否具备使用波多里奇奖的环境？HowtoimplementtheBaldrigeAwardcriteria?怎样实施波多里奇奖标准？Howtocarryoutself-assessmentbasedonBaldrigeAwardCriteria?怎样基于波多里奇奖标准进行自评？如何编写自评报告？,Whatdoweintendtoachieveinthecourse?本次课程我们要达到的目的？（2）,2020/5/13,4,Subject1主题1BackgroundofPerformanceExcellenceandBaldrigeAwardOverview业绩卓越奖的背景以及波多里奇奖的概况,2020/5/13,5,TheFirstQualityAward最早的质量奖（1）,TheDemingPrize戴明奖Dr.W.EdwardsDemingwasaU.S.statisticianwhotaughttheJapaneseaboutthebasicsofqualitycontrolin1950.AtthistimeJapanhadbeendevastatedbyWorldWarIIanditseconomywasinruins.Unskilledinthemethodsofmassproduction,Japanesefactorieswereturningoutinferiorproductsthatwerehardtosellatanyprice,andvirtuallyimpossibletoexport.YetJapandesperatelyneededexportrevenuesinordertopurchasefood.ThetechnicalknowledgethatDemingprovidedwasanimportantpartofthesolution.威廉爱德华戴明博士是美国的统计学家，他曾在1950年在日本讲授质量控制的基础。那个时候日本正处于第2次世界后的经济萧条期。无大规模生产的技术，使日本制造商生产出无论价格高低都卖不出的低档产品，更谈不上出口。但是日本迫切需要出口收入采购食品。戴明提供的技术知识是解决此种情况重要的一部分。,2020/5/13,6,Demingshowedgreatsympathyforthepredicamentofhishosts,forexamplebydonatingtheincomefromhislecturestotheUnionofJapaneseEngineersandScientists(JUSE).SowhenJUSEdecidedin1951toestablishanationalawardtopromotequalitymanagement,itwasnaturalthattheyshouldnameitforDr.Deming.ItbecamethestandardbywhichbusinessexcellencewasjudgedinJapanformorethan40years.戴明对日本的困境显示了很大的同情心，例如他将讲课的收入捐赠给日本科学家与工程师联合会（JUSE）。所以当1951年JUSE决定建立提高质量管理的国家质量奖时，便以戴明博士的名字命名。此奖项现在被认为是日本40多年来商业卓越方面的最高奖项。,TheFirstQualityAward最早的质量奖（2）,2020/5/13,7,TheEmergingofBaldrigeAward(1)波多里奇奖的出现（1）,Afterthe2nd.WorldWar,withthecomingofpeace,U.S.managementalmostovernightdiscardedtheveryqualitymanagementpracticesthathadhelpedmaketheindustrialwareffortsosuccessful.Themostprofitablestrategywasjusttokeeppumpinguptheproductionvolumesandignoreeverythingelse.ThusU.S.managementresolutelyignoredqualitymanagementforthenextthirtyyears.第2次世界大战后，战争停息，美国管理几乎抛弃了全面质量管理规范。最有利可图的策略就是只追求产量而忽略其他任何东西。因此，在接下来的30年内，美国几乎彻底忽略了质量管理。,2020/5/13,8,Duringthesesamethreedecades,qualitymanagementtechniqueswereacornerstoneofJapanseconomicmiracle,includingitsmajorpenetrationintomarketsaroundtheworld.ItisagainironicthatwhiletheU.S.A.discardedqualitymanagementandgaveitasanunintentionalgifttoJapan,itwastheJapanesewholaterbroughtitbackunintentionallytotheU.S.A.ThereawakeningofU.S.interestinqualityinthe1980swaslargelyduetothedevastatingeffectofforeigncompetition.在相同的时期内，质量管理技术已经成为日本的经济奇迹以及日本向全球市场渗透的基石。当美国抛弃质量管理并将其作为一份无心的礼物赠送给日本，是日本又在后来将其回赠给美国。1980年美国重新对质量感兴趣主要是由于外国竞争的巨大影响。,TheEmergingofBaldrigeAward(2)波多里奇奖的出现（2）,2020/5/13,9,Bythemid1980stherewaspanicinmanyquartersintheUSA.Foreigncompetitionseemedtobehavingitswayandnoonecouldfigureoutwhy,orhowtostoptherot.Allkindsofmadcaptheoriesandsolutionswerebeingdiscussed,inindustry,inthemediaandamongpoliticians.AtthistimeonlyarelativelyfewU.S.companiessuchasXeroxandFordhadfiguredoutwhattherealproblemwasprimarilypoormanagementpracticesandwerelearninghowtocleanuptheiractandfightback.80年代中期，美国的许多地方出现了经济恐慌。外国竞争似乎为所欲为并且没有人知道怎样应对。所有荒唐的理论和“解决方案”都在被行业、媒体乃至政治家之间讨论。此时，美国只有少数公司，例如施乐和福特领悟到真正的问题是从根本上缺乏管理规范并学习如何整顿自己的行为以及回击。,TheEmergingofBaldrigeAward(3)波多里奇奖的出现（3）,2020/5/13,10,Others,suchasGeneralMotorsdidntunderstandthisatall.GMsresponsewastobetthefarmonastrategyofusingtechnologytoreplacepeople,whichprovedtobeadisastrous.OthercompaniesbecameconvincedthattheywerethevictimsofdumpingandsoughtlegislationthatsimplyforcedmoreefficientforeigncompaniestoincreasetheirmarginsbychargingU.S.customersmore.其他公司，例如通用公司根本不理解这一举措，通用公司的反应是使用技术取代人的策略无疑是“把老本都赌上”，其后果是空前惨重的。其他公司也确信他们是“倾销”的受害者，并寻求法律途径向外国公司施压，通过控制更多的本土顾客以增加他们的收入。,TheEmergingofBaldrigeAward(4)波多里奇奖的出现（4）,2020/5/13,11,Inthemidstofthisdebate,thosewhohadfollowedthespreadofqualitymanagementinAsiaanditsdeclineintheU.S.A.knewthatthisknowledgegapwasasignificantpartoftheproblem.FollowingtheexampleoftheDemingPrize,variousattemptsweremadetocreateaU.S.nationalqualityawardasatooltoraiseawarenessandpromotethesharingofknowledge.TherewasevenaprivatebilldraftedforCongresstoestablishsuchanaward,buttheseeffortsgotnowhere.在争论的过程中，那些曾参与质量管理在亚洲发展进程同时在美国衰落这一过程的人确信知识差异是最大的问题。仿照戴明奖的实例，美国开始做出各种尝试，以建立美国的国家质量奖，作为一种提高意识以及推动知识共享的工具。甚至为国会起草了一份司法法案以建立此奖项，但这些努力都毫无结果。,TheEmergingofBaldrigeAward(5)波多里奇奖的出现（5）,2020/5/13,12,Thenin1988MalcolmBaldrige,theSecretaryofCommerceandafriendofReagan,wasfatallyinjuredinarodeoaccident.Seizingtheopportunitycreatedbythistragedy,thesupportersofthebillsuggestedtoReaganthattheawardwouldbeafittingmemorialtoMacBaldrige.Thelegislationwasquicklyrenamedandenacted.1988年马尔科姆波多里奇，美国商务部长，里根的好友，在一次竞技事故中不幸遇难。法案拥护者借此灾难之机会，向里根总统建议此奖项是对“马尔科姆”波多里奇的适当纪念。此立法很快就被重新命名和颁布。,TheEmergingofBaldrigeAward(6)波多里奇奖的出现（6）,2020/5/13,13,ThustheMalcolmBaldrigeNationalQualityAwardcameintobeingthirty-sevenyearsafterthecreationoftheDemingPrizeinJapan.ThismarkedamilestoneinreawakeningoftheU.S.A.totheimportanceofmanagingqualityastheroutetohighproductivity,lowcosts,andmarketsuccess.从而，在日本戴明奖创立37年后，马尔科姆波多里奇国家质量奖诞生。这是美国质量管理（高产量、低成本以及成功销售的毕经之路）重要性意识再度觉醒的里程碑。,TheEmergingofBaldrigeAward(7)波多里奇奖的出现（7）,2020/5/13,14,TheBaldrigeAward波多里奇奖(1),NationalInstituteofStandardsandTechnology(NIST),anagencyofU.S.DepartmentofCommerce,isresponsiblefortheBaldrigeNationalQualityAwardandProgram.国家标准与技术协会（NIST），美国商业部门的下属机构，负责波多里奇国家质量奖评奖及方案。TheAmericanSocietyforQuality(ASQ)assistsinadministeringtheAwardProgramundercontracttoNIST.美国质量学会（ASQ）按照与NIST的合同协助评奖方案的执行工作。ThecontentsofBaldrigeAwardareup-datedannuallyalongwithacomprehensivecasestudyissuedbyNIST.波多里奇奖的内容与NIST公布的综合案例研究一起每年更新。,2020/5/13,15,ThePurposesofBaldrigeAward波多里奇奖的目的（1）,TheCriteriaarethebasisfororganizationalself-assessments,formakingAwards,andforgivingfeedbacktoapplicants.本标准是组织自评、参与评奖以及对申请者反馈的依据。,2020/5/13,16,2.TheCriteriahavethreeimportantrolesinstrengtheningU.S.“competitiveness”:本标准在加强美国“竞争力”中有三项重要职责：-tohelpimproveorganizationalperformancepractices,capabilities,andresults帮助提高组织的业绩规范、能力和结果-tofacilitatecommunicationandsharingofbestpracticesinformationamongU.S.organizationsofalltypes推动美国所有组织间最佳作法的信息沟通和共享-toserveasaworkingtoolforunderstandingandmanagingperformanceandforguidingorganizationalplanningandopportunitiesforlearning作为理解和管理业绩、指导组织策划和学习机会的工具。,ThePurposesofBaldrigeAward波多里奇奖的目的（2）,2020/5/13,17,TheGoalsofBaldrigeAward波多里奇奖的目标,TheCriteriaaredesignedtohelporganizationsuseanintegratedapproachtoorganizationalperformancemanagementthatresultsin设计本标准是为了帮助组织使用一种整合的方法进行组织业绩管理，从而：-deliveryofever-improvingvaluetocustomers,不断提高向顾客交付的价值-contributingtomarketplacesuccess贡献于成功的市场开拓-improvementofoverallorganizationaleffectivenessandcapabilities整个组织有效性和能力的提高-organizationalandpersonallearning组织以及个人的学习,2020/5/13,18,DoesBaldrigeAwardWork?波多里奇奖有效吗？,Ahypotheticalsumwasinvestedineachofthe1990-1999,publicly-tradedBaldrigeAwardrecipientscommonstock,intheyeartheyappliedfortheAward.TheinvestmentwastrackedfromthefirstbusinessdayofthemonthfollowingtheannouncementoftheAwardrecipientsthroughDecember1,2000.$1,000wasinvestedineachwholecompany,andforsubsidiariesthesuminvestedwas$1,000multipliedbythepercentofthewholecompanysemployeebasethesubunitrepresentedatthetimeofitsapplication.ThesametotaldollaramountwasinvestedintheStandardsupportmoreusersoftheCriteria增强适用性；支持更多的用户。,2020/5/13,28,GurusofPerformanceExcellence业绩卓越的权威,2020/5/13,29,TheEvolutionandContinuousImprovementoftheBaldrigeAward(2)波多里奇奖的发展和持续改进（2）,NewChallenges(identifiedfor2004):新挑战（2004年确定的）：opennessandtransparencyingovernanceandethics;公司治理和道德行为的公开和透明theneedtocreateaddedvalueforcustomersandthebusiness需要为顾客和商业创造增值价值thechallengesofrapidinnovationandcapitalizingonyourknowledgeassets快速创新以及将组织知识资产转化成资本的挑战Globalization全球化Corporatesocialresponsibility(sustainability)企业社会责任（持续发展）,2020/5/13,30,TheEvolutionandContinuousImprovementoftheBaldrigeAward(3)波多里奇奖的发展和持续改进（3）,Increaseapplicability增加适用性:InitialFocus:BigManufacturing最初关注：大型制造业BusinessExpansion:Service/SmallBusiness业务扩张：服务/小型商业Education教育HealthCare健康保健Future:Non-profitOrganization/Government将来：非盈利性组织/政府,2020/5/13,31,TheBaldrigeModel波多里奇模式,ThreeComponents:三个组成部分：11CoreValues11个核心价值Criteria:标准OrganizationalProfile(DescriptionandChallenges)组织介绍（描述和挑战）7“Categories”,19“Items”,32“Areas”toaddress,87SpecificQuestions(CIA)涉及到7大类、19项、32个领域，87个特殊问题（CIA）.GlossaryofKeyTerms主要术语表“Category”and“Item”Descriptions”类”和“项目”的描述TheScoringSystem计分系统Process过程(6Categories-550Points)Results结果(1Category-450Points),2020/5/13,32,TheCriteriaStructure标准的结构,更明确,2020/5/13,33,TheBaldrigeModelforaworld-classmanagementsystem波多里奇世界一流管理体系模式,Builtoncorevalues依据核心价值建立Responsivetotheuniquenessofanyorganization响应组织的独特性(OrganizationalProfile组织介绍)Structuredframework-withlinkages-drives互相联系、互相推动的结构化的框架Forcesalignmentofplans,actions,resources强制计划、活动、资源的一贯化Supportedby3-dimensionalassessmentprocessthatconsidersapproach,deployment,aPDSAsystemofcontinuouscyclesofimprovement由考虑到方法、拓展以及结果的3维评估过程支持，持续改进的PDSA体系。,2020/5/13,34,2020/5/13,35,2020/5/13,36,Themechanismstoproduceresults产生结果的机制,2020/5/13,37,CaseStudy案例研究1Whatarethekeyfactorsorrequirementsforanorganizationtoachievelongtermsuccess?组织达到长期成功的关键要素或要求是什么？(10minutesindividualstudy,10minutesteamstudy,5minutesteampresentation)(单独研究10分钟，小组讨论10分钟，小组介绍5分钟),2020/5/13,38,Subject主题2TheCoreValuesoftheBaldrigeModel波多里奇模式的核心价值,2020/5/13,39,11corevaluesarethefoundationofthecriteria11个核心价值是标准的基础,“Required”forWorldClassPerformance是世界一流业绩所必需的Cross-Cutting横贯性的RoleModelAttributes模范特征,2020/5/13,40,Definitions定义,Values价值Theterm“values”referstotheguidingprinciplesand/orbehaviorsthatembodyhowyourorganizationanditspeopleareexpectedtooperate.Valuesreflectandreinforcethedesiredcultureoftheorganization.Valuessupportandguidethedecisionmakingofeveryemployee,helpingtheorganizationtoaccomplishitsmissionandattainitsvisioninanappropriatemanner.术语“价值”是指：表述期望组织及其人员如何运作的指导原则和/或行为。价值能够反映并加强组织期望的文化。价值能够支持并指导员工的决策，以协助组织以一种适当的方法完成其使命，并达到其远景目标。,2020/5/13,41,CoreValuesoftheBaldrigeModel波多里奇的核心价值,TheCoreValuesandconceptsareembedded“Beliefs”and“behaviors”foundinhigh-performanceorganizations.在高业绩组织中，核心价值及概念体现在“信念”与“行为”中。TheCoreValuesandConceptsareinterrelatedtooneanother,theyshouldbeappliedinanintegratedmanner.核心价值和概念是彼此相关的，他们应该以一种整合的方式加以应用。TheCoreValuesareembodiedinsevenCategories.核心价值是7大类的具体体现。,2020/5/13,42,TheCoreValuesarepresentedwiththreecomponentsinthecriteriaimplicitly.在标准中核心价值以3部分表述：ThemeaningsoftheCoreValues核心价值的含义ThepurposesorthebenefitsoftheCoreValues核心价值的目标和益处Suggestionsorexamplesonhowtodoit.核心价值如何实施的建议或实例,CoreValuesoftheBaldrigeModel波多里奇的核心价值,2020/5/13,43,VisionaryLeadership远见性的领导力（1）,Anorganizationsseniorleadersshould组织的高层领导应：setdirectionsandcreateacustomerfocus,clearandvisiblevalues,andhighexpectations.Thedirections,values,andexpectationsshouldbalancetheneedsofallyourstakeholders.建立的方向，价值和期望应在相关方不同的要求中取得平衡。ensurethecreationofstrategies,systems,andmethodsforachievingexcellence,stimulatinginnovationandbuildingknowledgeandcapabilities.确保策略、体系和方法的建立，以达到业绩卓越、刺激创新并构建知识和能力。,2020/5/13,44,shouldinspireandmotivateentireworkforceandshouldencourageallemployeestocontribute,todevelopandlearn,tobeinnovative,andtobecreative.应该鼓舞并激发全体员工，并应鼓舞所有员工贡献、发展以及学习、创新。Seniorleadersshouldberesponsibletoyourorganizationsgovernancebodyfortheiractionsandperformance.高层领导应该为公司的活动及业绩向治理机构负责。,VisionaryLeadership远见性的领导力（1）,2020/5/13,45,Seniorleadersshouldserveasrolemodelsthroughtheirethicalbehaviorandtheirpersonalinvolvementinplanning,communications,coaching,developmentoffutureleaders,reviewoforganizationalperformance,andemployeerecognition.高层领导应起模范带头作用，例如在道德行为方面、并要亲自参与计划沟通、指导、发展未来接班人、评审组织业绩、员工赏识。,VisionaryLeadership远见性的领导力（2）,2020/5/13,46,CustomerDrivenExcellence顾客驱动的卓越（1）,Customer-drivenexcellenceisthusastrategicconcept.Itisdirectedtowardcustomerretentionandloyalty,marketsharegain,andgrowth.Itdemandsconstantsensitivitytochangingandemergingcustomerandmarketrequirementsandtothefactorsthatdrivecustomersatisfactionandloyalty.顾客驱动的卓越是一种战略概念。定位于顾客保持和忠诚度，市场份额的获得及增长。它需要对顾客与市场需求的变化和更新，以及如何使顾客满意和忠诚的因素持续保持高度敏感。,2020/5/13,47,Itdemandanticipatingchangesinthemarketplace.Therefore,customer-drivenexcellencedemandsawarenessofdevelopmentsintechnologyandcompetitorsofferings,aswellasrapidandflexibleresponsetocustomerandmarketchanges.需要预测市场的变化。因此，顾客驱动的卓越需要知晓技术的发展以及竞争者的优势，同时要快速灵活的响应顾客和市场变化。,CustomerDrivenExcellence顾客驱动的卓越（2）,2020/5/13,48,OrganizationalandPersonalLearning组织和个人的学习（1）,Achievingthehighestlevelsofbusinessperformancerequiresawell-executedapproachtoorganizationalandpersonallearning.Organizationallearningincludesbothcontinuousimprovementofexistingapproachesandadaptationtochange,leadingtonewgoalsand/orapproaches.Learningneedstobeembeddedinthewayyourorganizationoperates.Thismeansthatlearning(1)isaregularpartofdailywork;达到经营业绩的最高水平需要组织和个人执行一种好的学习方法。组织学习既包括现有方法的持续改进也包括采用新方法。学习需要贯穿于组织经营的过程中。这就意味着学习（1）是日常工作的一部分；,2020/5/13,49,(2)ispracticedatpersonal,workunit,andorganizationallevels;(3)resultsinsolvingproblemsattheirsource(“rootcause”);(4)isfocusedonsharingknowledgethroughoutyourorganization;and(5)isdrivenbyopportunitiestoeffectsignificantchangeandtodobetter.Sourcesforlearningincludeemployeesideas,researchanddevelopment(RTimeimprovementsoftendrivesimultaneousimprovementsinorganization,quality,cost,andproductivity.时间业绩的所有特性都非常关键，并且周期已经成为过程测量的关键指标。其他重要的优势也可能源自于对时间的关注；时间改进经常会同时驱动组织、质量、成本和产量的改进。,Agility灵活性（2）,2020/5/13,54,SuccessorFailure?成功或失败？（1）,Strategicframesbecomeblinders.Strategicframesshapehowmanagersviewtheirbusiness;theyhelpmanagersstayfocused.Buttheseframescanalsoblindmanagerstonewoptionsandopportunities.战略框架成为障碍物战略框架体现管理者如何察看他们的业务；他们帮助管理者对业务保持关注，但是这些框架也可能妨碍管理者发现新的项目和机会。,2020/5/13,55,EXAMPLE实例:Aftersevendecadesofuninterruptedgrowth,FirestonereignedsupremeintheU.S.tireindustryinthe1970s.ThenMichelinintroducedthesaferandmoreeconomicalradialtire.FirestonecompetedwithMichelinhead-to-headinEurope,butwasblindtothethreattoitscoreU.S.market,andsocontinuedtoproduceconventionaltiresonly.Firestonelostsignificantmarketshareandwasacquiredadecadelater.在持续发展70年后，火石轮胎在1970年代美国轮胎业占绝对优势地位。后来米其林引入了更安全更经济的辐射状轮胎。火石在欧洲与米其林展开了的竞争，但是却忽视了对其核心美国市场的威胁，因此继续生产传统轮胎。火石因此损失了经过辛苦努力得来的重大的市场份额而最终被其它公司兼并。,SuccessorFailure?成功或失败？（2）,2020/5/13,56,MomentumofSuccess?成功的动力？,Everyorganization,eventheBaldrigeAwardwinners,gothroughtoughtimesandfacenewchallenges.Noorganizationcangetcomfortableandrelyonthemomentumofsuccess.每个组织，即使是波多里奇奖的获得者，也都要面临新的挑战及艰难时刻。任何组织都不能依赖过去成功的动力而松懈。18visionarycompaniesthathadconsistentlyoutperformedtheirpeersbetween1950and1990assingledoutinthebest-seller”BuilttoLast”toberolemodels.Butoverthelasttenyears,just6ofthesecompaniesoutperformtheDowJonesIndustrialAverage.“BuilttoLast”书中研究1950年到1990年间，持续在同类公司中处于优越地位的18家模范型公司。但是在最近十年，这些公司中只有6家比道琼斯指数表现优良。,2020/5/13,57,FocusontheFuture关注未来（1）,Intodayscompetitiveenvironment,afocusonthefuturerequiresunderstandingandplanningtheshort-andlonger-termfactorsthataffectyourbusinessandmarketplace.Pursuitofsustainablegrowthandmarketleadershiprequiresastrongfutureorientationandawillingnesstomakelong-termcommitmentstokeystakeholdersyourcustomers,employees,suppliersandpartners,stockholders,thepublic,andyourcommunity.在今天竞争的环境下，对未来的重视需要对影响经营和市场的长、短期因素了解并进行策划。持续发展以及市场领导力的追求需要强有力的未来定位和信念，以实现对关键利益相关方(顾客、员工、供方和合作方、股东、公众以及社团)的承诺。,2020/5/13,58,Afocusonthefutureincludesdevelopingemployeesandsuppliers,creatingopportunitiesforinnovation,andanticipatingpublicresponsibilities.重视未来还包括发展员工和供方、创造创新机会并预计公共责任。,FocusontheFuture关注未来（2）,2020/5/13,59,Innovationmeansmakingmeaningfulchangetoimproveanorganizationsproducts,services,andprocessesandtocreatenewvaluefortheorganizationsstakeholders.Innovationshouldleadyourorganizationtonewdimensionsofperformance.(asmeasurementofbusinessresults)创新意味着做出有意义的更改，以改进组织的产品、服务、及过程，并且要为组织的利益相关方创造新的价值。创新应该引导组织取得新的业绩进展。（当测量经营结果的时候）。,ManagingforInnovation创新管理（1）,2020/5/13,60,ManagingforInnovation创新管理（2）,Innovationisnolongerstrictlythepurviewofresearchanddevelopmentdepartments;innovationisimportantforallaspectsofyourbusinessandallprocesses.Organizationsshouldbeledandmanagedsothatinnovationbecomespartofthecultureandisintegratedintodailywork.创新不再仅限于研究和开发部门的范围；创新对于经营和所有过程的所有方面都是重要的。应该引导并控制组织，以便将创新变成其文化的一部分，并将创新融合到日常的工作中。,2020/5/13,61,WhatistheMarketValue?什么是市场价值？,IntangibleAssets无形资产,TangibleAssets有形资产,CustomerCapital(relationshipswithcustomersandsuppliers)顾客资产（与顾客和供方的关系）,Structuralcapital(patents,processes,database,network,brand,etc)结构资产（专利、方法、数据、网络,品牌等）,HumanCapital(theskillsandknowledgeofthepeople)人力资本（人的技术和知识）,TotalMarketValue,总市场价值,2020/5/13,62,KnowledgeandIntellectualCapitalModel知识和智能资本模型,Totalmarketvalue=Tangibleassets+Intangibleassets.总市场价值=有形资产+无形资产Intangibleassetsinclude:无形资产包括：HumanCapital(theskillsandknowledgeofthepeople)人力资本（人的技术和知识）Structuralcapital(patents,processes,database,network,etc.)结构型资产（专利、方法、数据、网络等）CustomerCapital(relationshipswithcustomersandsuppliers)顾客资产（与顾客和供方的关系）StakeholderCapital(relationshipsandreputationwithcommunity,investors,authorities,etc.)利益相关者的资产（与公共社团、投资者以及权威机构的关系和名誉）(successfulfactorof:athree-starrestaurant,BurgerKing,asmalllocalrestaurant)（三星级餐馆、BurgerKing、小地区餐馆的成功因素）,2020/5/13,63,KnowledgeandIntellectualCapitalModel知识和脑力资本模型,Substituteknowledgeassetsforexpensivephysicalassets.用知识资产取代昂贵的实物资产Ultimately,intellectualassetsaremoreimportantthananyother.Onlybymeansofknowledgecancompaniesdifferentiatefromcompetitors.Theothersourcesofcompetitiveadvantage-accesstocapital,materials,markets,equipment-areeasytoduplicate.基本上，脑力资产比其他任何资产都重要。只有依靠知识才能使公