第十章战略实施与控制(战略管理-南开大学,杨坤)

第10章战略实施与控制1—

战略实施目标与组织结构战略领导二 战略控制建立战略控制系统的步骤控制方法及工具一战略实施TheMckinsey7-sframeworkstructureSharedvaluesstaffsystemsstylestrategyskills2TheMckinsey7-sframework3硬件Strategy,structure,systems软件Style,sharedvalues,staffs,skillsTheMckinsey7-sframework4Strategy:asetofdecisionsandactionsaimedatgainingasustainablecompetitiveadvantageStructure:theorganizationchartandassociatedinformationthatshowswhoreportstowhomandhowtasksarebothdividedupandintegratedTheMckinsey7-sframework5Systems:theflowofactivitiesinvolvedinthedailyoperationofabusiness,includingitscoreprocessanditssupportsystems.Style:howmanagerscollectivelyspendtheirtimeandattention,andhowtheyusesymbolicbehavior.Howmanagementactsismoreimportantthanwhatmanagementsays.TheMckinsey7-sframework6Staff:howcompaniesdevelopemployeesandshapebasicvaluesSharedvalues:commonlyheldbeliefs,mindsets,andassumptionsthatshapehowanorganizationbehaves—itscorporatecultureSkills:anorganization’sdominantcapabilitiesandcompetence战略实施7战略实施----变革战略实施-----按图施工？战略实施----组织结构（组织服务于战略？）战略实施----高阶领导的作用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Evolutionaryadaptivechanges?Revolutionarygenerativechanges?8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、发展市场份额低成本产品、选址产品选择10如何设定目标---SMART原则具体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：DELL121986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、融资等方面的具体策略1992年，20亿美元YGXX20030415，逆向思维驱动超速成长战略与组织结构Proper

match

betweenstrategyand

structureMustbe

flexible,

innovative

and

creativetoexploit

the

core

competence

inthepursuitofmarket

opportunitiesAlsorequire

acertain

degreeof

stability

intheirstructuressothatday-to-daytasks

canbecompletedefficiently13战略与组织结构Stability=

=

Rigidity14Strategy

and

structure

growthpatternSimplestructureSalesgrowth—coordinationandcontrolproblemsfunctionalstructureSalesgrowth—coordinationandcontrolproblemsMulti-divisionalstructureEfficientimplementationofformulatedstrategy15Strategyandstructure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

structureTheowner-managermakesallmajordecisionsdirectlyandmonitors

all

activities.17组织形式-职能制Functional

structureConsistsofa

chiefexecutive

officer

andalimitedcorporate

staff,with

functionallinemanagers

in

dominant

organizationareassuch

as

production,

accounting,marketing,R&D,

engineering,

andhumanresources.18组织形式-事业部制Multidivisionalstructure19Composedofoperatingdivisions,eachrepresenting

aseparate

business

orprofitcenterin

whichthetopcorporateofficersdelegateresponsibilities

for

day-to-dayoperationsandbusiness-unitstrategy

to

division

managers.Multidivisionalstructure—M

-modelMultidivisionalstructureCorporativeformSBUformCompetitiveform20Functional

structure—costleadershipOffice

of

the

presidentCentralizedstaffengineeringmarketingoperationaccountingpersonnel21Operation

isthemain

functionProcessengineeringis

emphasized,

rather

than

R&DLarge

centralized

staffcoordinate

functionsFormalized

proceduresOverallstructure

ismechanical;jobroles

are

highlystructured.Functional

structure—differentiationPresident&limitedstaffR

&DmarketingoperationaccountingpersonnelMarketing

isthemain

functionNewproductR&Dis

emphasizedOnlymarketandR&DhavecentralizedstaffFormalized

procedures

are

limitedOverallstructure

isorganicR

&Dmarketing22Strategic

leadership23Theabilityto

implementstrategiesis

one

ofthe

most

valuableof

all

managerial

skills.USmanagersnowspendanestimated$10billionannuallyonstrategicanalysis

and

strategyformulation.Managersthemselvesreportthatless

thanhalfareeverimplemented.

However,

outsideobserversputthesuccessrate

even

lower:

lessthan10percent.Strategic

leadership24Theabilityto

anticipate,

envision,maintainflexibility,

and

empower

otherstocreatestrategic

changeasnecessary.Strategic

leadershipEffective

strategic

leadershipStrategic

intentStrategic

missionSuccessfulStrategic

actionsFormulationOfstrategiesImplementationOf

strategiesStrategiccompetitiveness25Strategic

leadershipEffective

strategic

leadershipDeterminingstrategicdirectionExploiting/maintainingCore

competenceDevelopinghumancapitalEstablishingbalancedcontrolsSustainingAneffectiveOrganizational

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--选择方案激励者--传达战略意图，赋予工作以意义PeterSenge–designer27战略控制系统建立绩效评估标准：多源自公司的策略，目的 是达到当代绩效标准建立管理或监控系统來看看标准和目标是否达 成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29基础控制—组织、责任、权力文化—价值观和行为规范沟通—正式和非正式协调—横向联系评价与奖惩控制方法—点和信息财务控制：成长率、市场占有率、现金流产出控制：效率、品质、创新、顾客满 意度行为控制：组织规则文化控制：共享价值观30战略实施与业绩提升31业绩提升是战略成功的主要标志施乐施乐发明复印机，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+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发展33PHILOSOPH34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检查绩效评估绩效评估是一种重要的管理工具，被广泛地用