惠普企业价值与战略目标ppt课件

1、the corporate objectives for hphpnow.hp/vision-strategy/newhpway/corporate_objectives.htmhewlett-packardjune 25, 2002the corporate objectives for hpprofitcustomer loyaltygrowthmarket leadershipleadership capabilitiesemployee commitmentglobal citizenshipTo provide products, services and solutions of

2、the highest quality and the greatest possible value to our customers, thereby gaining and holding their respect and loyalty. Underlying beliefs supporting this objective:Our continued success is dependent onincreasing loyalty of our customers. We must listen attentively to customers to truly underst

3、and their needs, then take the appropriate action. Competitive total cost of ownership, quality and the way we do business drives customer loyalty.customer loyaltyTo achieve sufficient profit to finance our company growth, create value for our shareholders, and provide the resources we need to achie

4、ve our other corporate objectives. Underlying beliefs supporting this objective: Profit is the responsibility of all. Balance of long-term and short-term objectives is key to profitability. Profit allows us to re-invest in new and emerging business opportunities. Profit is highly correlated to gener

5、ating cash, which brings more flexibility to the business at a lower cost. Profit enables the achievement of our corporate fitTo grow by continually providing useful and significant products, services and solutions to markets we already serve and to expand into new areas that build on

6、our technologies, competencies and customer interests. Underlying beliefs supporting this objective: There are more places we can contribute than we will be capable of contributing: we must focus. To be average in the marketplace is not good enough, we play to win. We must be No.1 or No.2 in our cho

7、sen fields. market leadershipTo view change in the market as an opportunity to grow; to use our profits and our ability to develop and produce innovative products, services and solutions that satisfy emerging customer needs.Underlying beliefs supporting this objective: Growth comes from taking smart

8、 risks, based on the state of the industry that requires both a conviction in studying the trends, but also in inducing change in our industry. Our size (and diversity of businesses) gives us an ability to weather economic cycles and turn them to our favor. growthTo help HP employees share in the co

9、mpanys success that they make possible; we provide people with employment opportunities based on performance; to create with them a safe, exciting and inclusive work environment that values their diversity and recognizes individual contributions; and to help them gain a sense of satisfaction and acc

10、omplishment from their work. Underlying beliefs supporting this objective: HPs performance starts with motivated employees; their loyalty is key. We trust our employees to do the right thing and to make a difference. Everyone has something to contribute: Its not about title, level, or tenure. An exc

11、iting, stimulating work environment is critical to invention. A diverse workforce gives us a competitive advantage. Employees are responsible for lifelong learning. employeecommitmentTo develop leaders at every level who are accountable for achieving business results and exemplifying our values. Und

12、erlying beliefs supporting this objective: Leaders inspire, foster collaboration, and turn vision and strategies into action with focused, clear goals. Effective leaders coach, relay good news and bad, and give feedback that works. Leaders demonstrate self-awareness and a willingness to accept feedb

13、ack and continuously develop. Leaders speak with one voice and act to eliminate busy work. It is important to measure people on the results they achieve against goals they helped to create. leadership capabilityGood citizenship is good business. We live up to our responsibility to society by being a

14、n economic, intellectual and social asset to each country and community in which we do business. Underlying beliefs supporting this objective: The highest standards of honesty and integrity are critical to developing customer and stakeholder loyalty. The betterment of our society is not a job to be

15、left to a few; it is the responsibility to be shared by all. This objective is essential to delivering on the brand promise. global citizenshiphp valueshpnow.hp/vision-strategy/newhpway/core-values.htmhewlett-packardjune 25, 2002hp valueswe have trust and respect for individuals we are passionate ab

16、out customers we act with speed and agility we achieve our results through teamwork we deliver meaningful innovation we perform at a high level of achievement and contribution we conduct our business with uncompromising integrity We put the customer first in everything we do and in every decision we

17、 make. We create a culture and management process that motivates and empowers employees to act in the best interests of the customer. Examples of practices where this shows up:Measure Total Customer Experience (TCE)performance across customer segments and product/service categories Living the HP Cus

18、tomer Experience Standard Employees take ownership of customer issues brought to them and know who to contact to resolve them Clear line-of-sight accountability and direct link to compensation and performance management passion for customers We work to create an exciting, stimulating environment in

19、which we can all contribute and thrive. And we approach our work with the belief that people want to do a good job and will do so, when given the right tools and support. We recruit to create a diverse team of highly capable, inventive individuals who, together, can do extraordinary things. Examples

20、 of practices where this shows up:Hiring processes Work/life programs Injury-free work environment Diversity practices Employee surveys Open-door policy trust and respect for individualsEffective collaboration among teams and organizations is key to our success. We work as one team to exceed the exp

21、ectations of our customers, shareholders and partners. We believe that the talents of our full team including suppliers, distributors and channel partners are essential to our success. Examples of practices where this shows up:Employee and leadership development programs Shared go-to-market model Co

22、mpany governance model and processes Cross-organization collaboration and accountability Leverage where possible avoid duplication achieve results through teamwork Time-to-market. Time-to-customer. Time-to-revenue. Time-to-profit. These are critical to our success. To achieve results at a rate faste

23、r than our competitors, we apply the right talent to the challenge, are clear about how decisions must be made, choose effectiveness over elegance and empower people to make decisions in their area. Examples of practices where this shows up:Reduced cycle times, time-to-market, time to problem-resolu

24、tion End-to-end solutions focus Working methods that allow us to move fast and take smart risks Roles, hand-offs, and accountabilities defined Governance model Program and process management skills act with speed and agility Achievement and personal contribution is a foundation of the new HP. All HP

25、 people and especially managers generate enthusiasm and commitment to exceed customer expectations. We are relentless in implementing better ways of getting results.Examples of practices where this shows up:Leadership competencies and development Rewards and recognition practices Organizational perf

26、ormance to plan Accountability for outcomes Design from the customer inperform at a high level of achievement and contribution We are the technology company that invents the useful and significant. To drive prosperity in the businesses and lives of our customers, we realize we must focus our efforts on solving the right customer problem. This is applied invention, not invention f