战略实施与控制讲义

1、1第10章战略实施与控制战略实施与控制一一 战略实施战略实施n目标与组织结构目标与组织结构n战略领导战略领导二二 战略控制战略控制n建立战略控制系统的步骤建立战略控制系统的步骤n控制方法及工具控制方法及工具2一 战略实施The Mckinsey 7-s frameworkstructureSharedvaluesstaffsystemsstylestrategyskills3The Mckinsey 7-s frameworkn硬件硬件nStrategy, structure, systemsn软件软件nStyle, shared values, staffs, skills4The Mcki

2、nsey 7-s frameworknStrategy: a set of decisions and actions aimed at gaining a sustainable competitive advantagenStructure: the organization chart and associated information that shows who reports to whom and how tasks are both divided up and integrated5The Mckinsey 7-s frameworknSystems: the flow o

3、f activities involved in the daily operation of a business, including its core process and its support systems.nStyle: how managers collectively spend their time and attention, and how they use symbolic behavior. How management acts is more important than what management says. 6The Mckinsey 7-s fram

4、eworknStaff: how companies develop employees and shape basic valuesnShared values: commonly held beliefs, mindsets, and assumptions that shape how an organization behavesits corporate culturenSkills: an organizations dominant capabilities and competence7战略实施n战略实施战略实施-变革变革n战略实施战略实施-按图施工？按图施工？n战略实施战略实

5、施-组织结构（组织服务于战略？）组织结构（组织服务于战略？）n战略实施战略实施-高阶领导的作用高阶领导的作用8战略实施与变革战略实施与变革n组织组织/业务业务/流程重组流程重组n管理人员调整管理人员调整n制度、文化、观念变革制度、文化、观念变革nEvolutionary adaptive changes? nRevolutionary generative changes?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幸福生活满意职业高级文凭学校/专业选课10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、发展市场份额低成本产品、选址产品选择11如何设定目标-SM

6、ART原则n具体具体Specific 不要用行动表达目标不要用行动表达目标n可测量可测量Measurable 定量化定量化n达成共识达成共识Agreed 不是强加于人不是强加于人n实事求是实事求是Realistic 难度、资源难度、资源n时限时限Time-bound 长中短结合起来长中短结合起来12目标分解：DELLn1986年，年，6000万美元万美元n会议：今后会议：今后6年要成为重要的跨国公司年要成为重要的跨国公司n两个战略目标：两个战略目标：大型公司客户，全球化大型公司客户，全球化n具体行动：产品质量、直销创新、技术支持具体行动：产品质量、直销创新、技术支持n最后制定了最后制定了131

7、项涉及营销、生产、管理、技项涉及营销、生产、管理、技术、融资等方面的具体策略术、融资等方面的具体策略n1992年，年，20亿美元亿美元YGXX20030415，逆向思维驱动超速成长逆向思维驱动超速成长13战略与组织结构nProper match between strategy and structurenMust be flexible, innovative and creative to exploit the core competence in the pursuit of market opportunitiesnAlso require a certain degree of s

8、tability in their structures so that day-to-day tasks can be completed efficiently14战略与组织结构Stability = = Rigidity15Strategy and structure growth patternSimplestructureSales growthcoordination and control problemsfunctionalstructureSales growthcoordination and control problemsMulti-divisionalstructur

9、eEfficient implementation of formulated strategy16Strategy and structure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17组织形式-单一结构nSimple structurenThe owner-manager makes all major decisions directly and monitors all activities.18组织形式-职能制nFunctional structurenConsists of a chief executive officer and a limited

10、corporate staff, with functional line managers in dominant organization areas such as production, accounting, marketing, R&D, engineering, and human resources.19组织形式组织形式-事业部制事业部制 nMultidivisional structurenComposed of operating divisions, each representing a separate business or profit center in whi

11、ch the top corporate officers delegate responsibilities for day-to-day operations and business-unit strategy to division managers. 20Multidivisional structureM -modelMultidivisional structureCorporativeformSBUformCompetitiveform21Functional structurecost leadershipOffice of the presidentCentralized

12、staffengineeringmarketingoperationaccountingaccountingpersonnelOperation is the main functionProcess engineering is emphasized, rather than R&DLarge centralized staff coordinate functionsFormalized proceduresOverall structure is mechanical; job roles are highly structured.22Functional structurediffe

13、rentiationPresident & limited staffR & DmarketingoperationaccountingpersonnelMarketing is the main functionNew product R&D is emphasizedOnly market and R&D have centralized staff Formalized procedures are limitedOverall structure is organicR & Dmarketing23Strategic leadershipnThe ability to implemen

14、t strategies is one of the most valuable of all managerial skills.nUS managers now 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:

15、less than 10 percent.24Strategic leadershipnThe ability to anticipate, envision, maintain flexibility, and empower others to create strategic change as necessary.25Strategic leadershipEffective strategic leadershipStrategic intentStrategic missionSuccessfulStrategic actionsFormulationOf strategiesIm

16、plementationOf strategiesStrategiccompetitiveness26Strategic leadershipEffective strategic leadershipDeterminingstrategicdirectionExploiting/maintainingCore competenceDevelopinghumancapitalEstablishingbalancedcontrolsSustainingAn effectiveOrganizational culture27高管的角色职责战略领导nShip captain? Social acti

17、vities director?n组织者组织者-要组织要组织“活动活动”n沟通者沟通者-交流交流n仲裁着仲裁着-明确是非标准明确是非标准n决策者决策者-选择方案选择方案n激励者激励者-传达战略意图，赋予工作以意义传达战略意图，赋予工作以意义nPeter Senge designer28战略控制系统1.建立绩效评估标准：多源自公司的策略，建立绩效评估标准：多源自公司的策略，目的是达到当代绩效标准目的是达到当代绩效标准2.建立管理或监控系统來看看标准和目标建立管理或监控系统來看看标准和目标是否达成是否达成3.比较实际的与预期的绩效目标比较实际的与预期的绩效目标未必一定要有什么行动未必一定要有什么行

18、动29五大控制体系五大控制体系n基础控制组织、责任、权力n文化价值观和行为规范n沟通正式和非正式n协调横向联系n评价与奖惩30控制方法点和信息1.财务控制：成长率、市场占有率、财务控制：成长率、市场占有率、现金流现金流2.产出控制：效率、品质、创新、顾产出控制：效率、品质、创新、顾客满意度客满意度3.行为控制：组织规则行为控制：组织规则4.文化控制：共享价值观文化控制：共享价值观31战略实施与业绩提升业绩提升是战略成功的主要标志业绩提升是战略成功的主要标志32施乐n施乐发明复印机，复印机的代名词施乐发明复印机，复印机的代名词n70年代垄断普通复印机市场年代垄断普通复印机市场n最初：出租复印机，

19、但客户不满，故障率太高最初：出租复印机，但客户不满，故障率太高n改变模式：出售改变模式：出售+维修维修n销售收入和维修收入均大涨，战略非常成功销售收入和维修收入均大涨，战略非常成功n后来日本产品一跃而起，施乐几乎倒闭后来日本产品一跃而起，施乐几乎倒闭原因？原因？33BSCn财务财务-MYOPIAn客户客户n内部管理内部管理n学习与发展学习与发展34PHILOSOPHn企业衡量什么，人们就关心什么，企业衡量什么，人们就关心什么，并做好什么并做好什么nBSC就是企业的就是企业的CT检查检查35绩效评估n绩效评估是一种重要的管理工具，被广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

20、中。泛地用于战略控制和业务控制之中。n绩效指标有许多种，包括财务、效率、绩效指标有许多种，包括财务、效率、发展、浪费、质量等等。发展、浪费、质量等等。n这些指标往往同时使用。这些指标往往同时使用。36评估体系的五个认识要点1 是一种战略性的沟通渠道是一种战略性的沟通渠道n在组织上下传达了这样的信息：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什么才是对于我们真正重要的东西的东西”n映射出公司的战略使命、定位、映射出公司的战略使命、定位、目标等等。目标等等。这才是我们这才是我们认为重要的认为重要的东西！东西！372 组织内部的相互支持、组织内部的相互支持、达成共识、积极参与是达成共识、积极参