惠普战略规划与评审(ppt)

1、hp confidentialDW20 (3/2000)惠普的计划理念惠普的计划理念PLAN IS NOTHING；PLANNING IS EVERYTHING。PLAN IS PAPER PLAN与与PLANNING的区别的区别PLANNING IS PROCESS Annual Plan 惠普的计划流程 TEN STEP PLANNING THE TEN-STEPS Step 1: STATEMENT OF PURPOSE Step 2: FIVE YEAR OBJECTIVES Step 3: CUSTOMERS AND CHANNELS Step 4: COMPETITION Step

2、 5: IDEAL SOLUTION AND STRATEGY Step 6: IMPLEMENTATION Step 7: FINANCIAL ANALYSIS Step 8: EXTERNAL ASSUMPTIONS Step 9: INTERNAL INTERDEPENDENCIES Step 10 : FIRST YEAR PLANTEN-STEP PLANNING的战略性逻的战略性逻辑辑ExternalInternalStrategicOperationsUnderstanding the opportunitiesStep 3: Customers & channelsSt

3、ep 4: CompetitionStep 5: Ideal solution & strategyBuilding focusStep 1: Statement of purposeStep 2: Five-year objectivesStep 8: External risks & assumptionsStep 9: Internal interdependenciesMaking decisionsStep 6: Plan for implementationStep 7: Financial analysisImplementationStep 10: First-

4、year planValidation & monitoringPlanning to planAn outside-in approachTEN-STEP 运用结果示例运用结果示例年度计划：年度计划：VOICE INFORMATION SERVICES DIVISION （PDF FILE）TEN-STEP：CHP CSBU FY1998 2001 （EXCEL FILE）惠普的战略管理评审理念惠普的战略管理评审理念LOGIC IS NOT NECESSARILY PURSUASIVE逻辑是不容挑战的逻辑是不容挑战的惠普的战略管理评审方法惠普的战略管理评审方法 QUALITY MAT

5、URITY SYSTEM（QMS）1.0TopicsKnowledge Areas1.0 Strategic DirectionSTRATEGIC DIRECTIONPLANNING3.1 Planning System3.2 Including Customer Needs3.3 Alignment3.02.06.1 Actions of Leaders6.2 Decision Making6.3 Leading ChangeLEADERSHIP6.05.0 Strategic Development of PeopleDEVELOPMENT OF PEOPLE5.02.1 End Cust

6、omer Identification2.2 Value Delivery System2.3 Other Customers of the System2.4 Creating Passion for Customers2.5 Understanding Competition CUSTOMERS & BUSINESS ENVIRONMENT2.0EXECUTING THE PLANS4.1 Cross Organizational Processes, Organization Design4.2 Process Management & Improvement4.3 Pl

7、an Deployment & Review4.4 Managing Relationships4.5 Performance Measurement4.0QMS的实施流程的实施流程BasicLeadingCompetitiveNarrativeResourcesHow To Get StartedTemplatesTemplatesBasicLeadingCompetitiveNarrativeResourcesHow To Get StartedTemplatesTemplatesReview the QMS topicsHow effectively is your entity

8、 performing in each of the QMS areas?Focus on a specific business and understand the business situationDetermine importance of each QMS topic to business success in the segmentPosition entity performance - Basic.Competitive.LeadingResults/Approach/DeploymentGo do it !Discover other existing or possi

9、ble approachesP o s i t i o nIMPORTP o s i t i o nIMPORTP o s i t i o nIMPORTDecide what actions youll take to guarantee future business successQMS的实施流程实例的实施流程实例0.0) 简介，介绍评估日程，整理图表（简介，介绍评估日程，整理图表（15分钟）分钟）1.0)2.0)业务规划（业务规划（15分钟）分钟）1.1)2.1) 规划系统流程/时间-客户与合作伙伴需求-包括客户需求（在计划中）-协调（目标与资源）1.2)2.2) 关键业务指标-价值，

10、对客户的关注程序2.3) 年度计划1.3)2.4) 业务基本要素统计表3.0)5.0)领导层领导层/参与（参与（15分钟）分钟）3.1)5.1)-管理者所作的工作（确保成功）-决策（与交流）3.2)-创新（领导者在其中的作用）3.3)5.2) 对人员的战略培训4.0)6.0) 参与人员反馈（参与人员反馈（15分钟）分钟）领导层管理相互关系主要流程管理/控制-PPMs改进措施表改进项目（改进项目（20分钟）分钟）价值实施系统流程管理（流程管理（30分钟）分钟）流程结构与组织设计部署与评估计划战略重点（60分钟）OPTS分析与战略总结了解竞争对手目的、任务、发展计划部门：部门：被评估者：被评估者：

11、评估者：评估者：日期：日期：QMS评审结果实例评审结果实例 QMS小型评估反馈表小型评估反馈表 主题主题评论评论/说明说明战略重点战略重点1.A战略发展方向机构的发展方向是什么？如何才能达到这一目标（使命等）“客户满意度第一”1.B基础设施要实现机构的业务目标需要什么样的业务流程和组织结构？CCC & TSC (需要流程关系图)1.C商业环境机构如何评价和适应所处的商业环境？市场、分销渠道、客户群、竞争对手等需要更多3C的数据和信息业务规划业务规划2.A规划过程机构如何管理其计划并令其与战略发展方向相一致？需要进行战略开发联系不明确2.B3-5年计划机构如何制定针对业务目标的发展规划图

12、？出色的发展规划2.C突破性（Hoshin）计划机构如何确定并管理实现业务目标所需进行的突破性发展？（可能包括实施计划）面向TCE的需要经销商战略2.D业务基本要素机构如何管理基本的日常活动？在财务与客户方面表现出色需要强调员工和进行统计部门： CCC/TSC_主讲人： C.H.Kee/ Alan Guo_日期：2000年4月24日_优势优势 建议建议惠普的核心能力识别理念惠普的核心能力识别理念DEVELOPING AND OBSOLETING OF CORE COMPETENCES ARE EQUALLY ESSENTIAL TO WIN知扬弃者，胜知扬弃者，胜惠普的核心能力识别方法惠普的核

13、心能力识别方法 CIW（PROBING EXERCISE）Formulation of Strategic PlanIdentification of Needed Organizational CapabilitiesDetermination of Specific Leadership Qualities Needed Determination of Specific Leadership Quantities NeededProactive Talent Pipeline Management Individual DevelopmentPlanningUse of Competen

14、cy Models as Change AgentsSuccessful Execution of Strategic Plan Beginning with corporate strategic pany analyzes capabilities required to execute.which are then broken down into human terms.spurring action to build or find the right talent.and driving change within the organization.to achieve strat

15、egic business goals. Objective #1: Aligning ExpectationsObjective #2: Tying Competencies to Performance ManagementObjective: IdentifyingFuture CompetenciesObjective: Build-Back Planning惠普的组织战略方法论惠普的组织战略方法论 基于公司战略的组织开发基于公司战略的组织开发竞争地位矩阵图竞争地位矩阵图关键关键 很重要很重要重要重要ConsiderCustomersThe entityOtherStakeholder

16、sGroup GoalsBreakthroughCurrent GoalsLong Term GoalsStrategic DirectionEnd Customer IdentificationValue Delivery SystemOther Customers of the SystemCreating Passion for CustomersUnderstanding Competition2.42.5业务单位竞争地位业务单位竞争地位Planning SystemIncluding Customer needsAlignmentCross Org. Processes & Org. designProcess Management & ImprovementPlan Deployment, Communication & ReviewManaging RelationshipsPerformance Measurement4.44.5Strategic Development of PeopleActions of Lea