惠普战略规划与评审

惠普的战略规划与评审

hpconfidentialDW20(3/2000)第一页，共十五页。惠普的计划理念PLANISNOTHING；PLANNINGISEVERYTHING。PLANISPAPER

PLAN与PLANNING的区别PLANNINGISPROCESS

AnnualPlan第二页，共十五页。惠普的计划流程–TENSTEPPLANNING

THETEN-STEPS

Step1:

STATEMENTOFPURPOSE

Step2:

FIVEYEAROBJECTIVES

Step3:

CUSTOMERSANDCHANNELS

Step4:

COMPETITION

Step5:

IDEALSOLUTIONANDSTRATEGY

Step6:

IMPLEMENTATION

Step7:

FINANCIALANALYSIS

Step8:

EXTERNALASSUMPTIONS

Step9:

INTERNALINTERDEPENDENCIES

Step10:

FIRSTYEARPLAN第三页，共十五页。TEN-STEPPLANNING的战略性逻辑ExternalInternalStrategicOperationsUnderstandingtheopportunitiesStep3:Customers&channelsStep4:CompetitionStep5:Idealsolution&strategyBuildingfocusStep1:StatementofpurposeStep2:Five-yearobjectivesStep8:Externalrisks&assumptionsStep9:InternalinterdependenciesMakingdecisionsStep6:PlanforimplementationStep7:FinancialanalysisImplementationStep10:First-yearplanValidation&monitoringPlanningtoplanAnoutside-inapproach第四页，共十五页。TEN-STEP运用结果示例年度计划：VOICEINFORMATIONSERVICESDIVISION（PDFFILE）TEN-STEP：CHPCSBUFY1998–2001（EXCELFILE）第五页，共十五页。惠普的战略管理评审理念LOGICISNOTNECESSARILYPURSUASIVE逻辑是不容挑战的第六页，共十五页。惠普的战略管理评审方法

–QUALITYMATURITYSYSTEM（QMS）1.0TopicsKnowledgeAreas1.0StrategicDirectionSTRATEGICDIRECTIONPLANNING3.1PlanningSystem3.2IncludingCustomerNeeds3.3Alignment3.02.06.1ActionsofLeaders6.2DecisionMaking6.3LeadingChangeLEADERSHIP6.05.0StrategicDevelopmentofPeopleDEVELOPMENTOFPEOPLE5.02.1EndCustomerIdentification2.2ValueDeliverySystem2.3OtherCustomersoftheSystem2.4CreatingPassionforCustomers2.5UnderstandingCompetition

CUSTOMERS&BUSINESSENVIRONMENT2.0EXECUTINGTHEPLANS4.1CrossOrganizationalProcesses,OrganizationDesign4.2ProcessManagement&Improvement4.3PlanDeployment&Review4.4ManagingRelationships4.5PerformanceMeasurement4.0第七页，共十五页。QMS的实施流程BasicLeadingCompetitiveNarrativeResourcesHowToGetStartedTemplatesBasicLeadingCompetitiveNarrativeResourcesHowToGetStartedTemplatesReviewtheQMStopicsHoweffectivelyisyourentityperformingineachoftheQMSareas?FocusonaspecificbusinessandunderstandthebusinesssituationDetermineimportanceofeachQMStopictobusinesssuccessinthesegmentPositionentityperformance-Basic...Competitive...LeadingResults/Approach/DeploymentGodoit!

DiscoverotherexistingorpossibleapproachesPositionIMPORTPositionIMPORTPositionIMPORTDecidewhatactionsyou'lltaketoguaranteefuturebusinesssuccess第八页，共十五页。QMS的实施流程实例第九页，共十五页。QMS评审结果实例第十页，共十五页。惠普的核心能力识别理念DEVELOPINGANDOBSOLETINGOFCORECOMPETENCESAREEQUALLYESSENTIALTOWIN知扬弃者，胜第十一页，共十五页。惠普的核心能力识别方法–CIW

（PROBINGEXERCISE）第十二页，共十五页。FormulationofStrategicPlanIdentificationofNeededOrganizationalCapabilitiesDeterminationofSpecificLeadershipQualitiesNeeded

DeterminationofSpecificLeadershipQuantitiesNeededProactiveTalentPipelineManagementIndividualDevelopmentPlanningUseofCompetencyModelsasChangeAgentsSuccessfulExecutionofStrategicPlan

Beginningwithcorporatestrategicplan...…companyanalyzescapabilitiesrequiredtoexecute...…whicharethenbrokendownintohumanterms...…spurringactiontobuildorfindtherighttalent...…anddrivingchangewithintheorganization...…toachievestrategicbusinessgoals.

Objective#1:AligningExpectationsObjective#2:TyingCompetenciestoPerformanceManagementObjective:IdentifyingFutureCompetenciesObjective:Build-BackPlanning惠普的组织战略方法论

–基于公司战略的组织开发第十三页，共十五页。竞争地位矩阵图关键很重要重要StrategicDirectionEndCustomerIdentificationValueDeliverySystemOtherCustomersoftheSystemCreatingPassionforCustomersUnderstandingCompetition2.42.5业务单位竞争地位PlanningSystemIncludingCustomerneedsAlignmentCrossOrg.Processes&Org.designProcessManagement&ImprovementPlanDeployment,Communication&ReviewManagingRelationshipsPerformanceMeasurement4.44.5StrategicDevelopmentofPeopleActionsofLeadersDecisionMakingLeadingChangePage14of19对业务单位的相对重要性有竞争力“门槛”领先良好态势持续改善以保持领先重要问题应改进以求最好结果关键问题应投资以求迅速改变“曲高和寡”维持或减少投资4.36.32.44.2QMS评审结果示例第十四页，共十五页。内容总结惠普的战略规划与评审。INTERNALINTERDEPENDENCIES。惠普的战略管理评审方法

–QUALITYMATURITY