战略实施与控制讲义

1、1一 战略实施The Mckinsey 7-s frameworkstructureSharedvaluesstaffsystemsstylestrategyskills2The Mckinsey 7-s framework硬件Strategy, structure, systems软件Style, shared values, staffs, skills3The Mckinsey 7-s frameworkStrategy: a set of decisions and actions aimed at gaining a sustainable competitive advantage

2、Structure: the organization chart and associated information that shows who reports to whom and how tasks are both divided up and integrated4The Mckinsey 7-s frameworkSystems: the flow of activities involved in the daily operation of a business, including its core process and its support systems.Sty

3、le: how managers collectively spend their time and attention, and how they use symbolic behavior. How management acts is more important than what management says. 5The Mckinsey 7-s frameworkStaff: how companies develop employees and shape basic valuesShared values: commonly held beliefs, mindsets, a

4、nd assumptions that shape how an organization behavesits corporate cultureSkills: an organizations dominant capabilities and competence6战略实施战略实施-变革战略实施-按图施工？战略实施-组织结构组织效劳于战略？战略实施-高阶领导的作用7战略实施与变革组织/业务/流程重组管理人员调整制度、文化、观念变革Evolutionary adaptive changes? Revolutionary generative changes?8目标分解 使命目标组织战略职能

5、战略运作策略财务策略营销策略幸福生活满意职业高级文凭学校/专业选课9目标分解 使命目标组织战略职能战略运作策略财务策略营销策略生存、开展市场份额低本钱产品、选址产品选择10如何设定目标-SMART原那么具体Specific 不要用行动表达目标可测量Measurable 定量化达成共识Agreed 不是强加于人实事求是Realistic 难度、资源时限Time-bound 长中短结合起来11目标分解：DELL1986年，6000万美元会议：今后6年要成为重要的跨国公司两个战略目标：大型公司客户，全球化具体行动：产品质量、直销创新、技术支持最后制定了131项涉及营销、生产、管理、技术、融资等方面的

6、具体策略1992年，20亿美元YGXX20030415，逆向思维驱动超速成长12战略与组织结构Proper match between strategy and structureMust be flexible, innovative and creative to exploit the core competence in the pursuit of market opportunitiesAlso require a certain degree of stability in their structures so that day-to-day tasks can be comp

7、leted efficiently13战略与组织结构Stability = = Rigidity14Strategy and structure growth patternSimplestructureSales growthcoordination and control problemsfunctionalstructureSales growthcoordination and control problemsMulti-divisionalstructureEfficient implementation of formulated strategy15Strategy and st

8、ructure制定新战略出现新的管理问题组织绩效下降建立新组织结构组织绩效得到改进16组织形式-单一结构Simple structureThe owner-manager makes all major decisions directly and monitors all activities.17组织形式-职能制Functional structureConsists of a chief executive officer and a limited corporate staff, with functional line managers in dominant organizati

9、on areas such as production, accounting, marketing, R&D, engineering, and human resources.18组织形式-事业部制 Multidivisional structureComposed of operating divisions, each representing a separate business or profit center in which the top corporate officers delegate responsibilities for day-to-day operatio

10、ns and business-unit strategy to division managers. 19Multidivisional structureM -modelMultidivisional structureCorporativeformSBUformCompetitiveform20Functional structurecost leadershipOffice of the presidentCentralized staffengineeringmarketingoperationaccountingaccountingpersonnelOperation is the

11、 main functionProcess engineering is emphasized, rather than R&DLarge centralized staff coordinate functionsFormalized proceduresOverall structure is mechanical; job roles are highly structured.21Functional structuredifferentiationPresident & limited staffR & DmarketingoperationaccountingpersonnelMa

12、rketing is the main functionNew product R&D is emphasizedOnly market and R&D have centralized staff Formalized procedures are limitedOverall structure is organicR & Dmarketing22Strategic leadershipThe ability to implement strategies is one of the most valuable of all managerial skills.US managers no

13、w spend an estimated $10 billion annually on strategic analysis and strategy formulation. Managers themselves report that less than half are ever implemented. However, outside observers put the success rate even lower: less than 10 percent.23Strategic leadershipThe ability to anticipate, envision, m

14、aintain flexibility, and empower others to create strategic change as necessary.24Strategic leadershipEffective strategic leadershipStrategic intentStrategic missionSuccessfulStrategic actionsFormulationOf strategiesImplementationOf strategiesStrategiccompetitiveness25Strategic leadershipEffective s

15、trategic leadershipDeterminingstrategicdirectionExploiting/maintainingCore competenceDevelopinghumancapitalEstablishingbalancedcontrolsSustainingAn effectiveOrganizational culture26高管的角色职责战略领导Ship captain? Social activities director?组织者-要组织“活动沟通者-交流仲裁着-明确是非标准决策者-选择方案鼓励者-传达战略意图，赋予工作以意义Peter Senge des

16、igner27战略控制系统1.建立绩效评估标准：多源自公司的策略，目的是到达当代绩效标准2.建立管理或监控系统來看看标准和目标是否达成3.比较实际的与预期的绩效目标未必一定要有什么行动28五大控制体系根底控制组织、责任、权力文化价值观和行为标准沟通正式和非正式协调横向联系评价与奖惩29控制方法点和信息1.财务控制：成长率、市场占有率、现金流2.产出控制：效率、品质、创新、顾客满意度3.行为控制：组织规那么4.文化控制：共享价值观30战略实施与业绩提升业绩提升是战略成功的主要标志31施乐施乐创造复印机，复印机的代名词70年代垄断普通复印机市场最初：出租复印机，但客户不满，故障率太高改变模式：出售

17、+维修销售收入和维修收入均大涨，战略非常成功后来日本产品一跃而起，施乐几乎倒闭原因？32BSC财务-MYOPIA客户内部管理学习与开展33PHILOSOPH企业衡量什么，人们就关心什么，并做好什么BSC就是企业的CT检查34绩效评估绩效评估是一种重要的管理工具，被广泛地用于战略控制和业务控制之中。绩效指标有许多种，包括财务、效率、开展、浪费、质量等等。这些指标往往同时使用。35评估体系的五个认识要点1 是一种战略性的沟通渠道在组织上下传达了这样的信息：“什么才是对于我们真正重要的东西映射出公司的战略使命、定位、目标等等。这才是我们认为重要的东西！362 组织内部的相互支持、达成共识、积极参与是十分重要的评价指标必须得到评估对象的广泛理解与认同。这就需要在建立评估体系时就吸收评估对象来参与。评估体系的五个认识要点373 通过评估体系，可以加强必要的监控与