某著名软件公司战略规划.ppt

1、某著名软件公司战略规划,Lets start with首先,Who we are Some business imperatives相关经营重点 Our approach我们的服务方式 Planned initiatives计划方案 “Shaping the Future”“规划未来” Objectives目标 Agenda议程 Groups小组 Ground rules基本规则,Lets start with首先,Arriving at a common understanding针对下列事宜达成共识 Purpose宗旨 Mission使命 Goals目标 Strategy策略 Strate

2、gic imperatives策略重点,You are ready您已准备,To grow发展 To create greater success取得更大的成功 To build better business processes改善经营程序,do your people know您的员工是否知晓., Where they are headed?他们的奋斗目标？ What their role is?他们所担当的角色？,What we do我们进行哪些工作,Business Results经营结果,Business Strategy经营战略,People Requirements人员要求,Pe

3、oples Priorities员工的轻重缓急,HR Strategies人力资源策略,HR Practices人力资源操作方案,Clarifying the people challenge明确人力资源挑战,Employee satisfaction员工满意,determining people strategy确定人员战略,taking action on the people strategies针对人员策略采取行动方案,Customer satisfaction客户满意,Help clients like Kingdee improve business results through

4、 people帮助金蝶等客户公司通过人员来改善经营结果, Hewitt Associates LLC翰威特咨询有限公司,We are翰威特简介.,60 years in management consulting60年的管理咨询经验 Headquartered in Chicago, 12,000 consultants in over 80 offices.总部位于美国芝加哥市，在全球80多个办事机构中拥有12,000名咨询顾问 We work with -我们的客户 - 360 of the Fortune 500 (72 percent)包括财富500强中360家公司(72%) All

5、of the top 25, 91 of the top 100; and 209 of the top 250其中包括全部财富前25强，前100强中的91家公司，前250强中的209家公司,We specialize in managing large scale corporate change and Organizational/HR Consulting我们专长于管理大型公司变革项目和组织/人力资源咨询工作,翰威特咨询有限公司,通过人员来改善经营结果,Largest and most experienced workforce consulting firm in China中国最大

6、、最富资历的人力资源管理咨询公司 3 offices in Shanghai, Beijing, and Hong Kong with nearly 100 Associates在中国上海、北京和香港三地的办事机构中拥有近百名员工 More than 7 years of client experience in China在中国大陆拥有7年多的客户服务工作经验 1000+ clients in China在中国拥有1000多家客户 China HR Consultancy of Year 1999 The Balanced Scorecard: Translating Strategy In

7、to Action. Boston: Harvard Business School Press, 1996.”,Financial财务,Customer客户,Organization组织,What would your possible high-level business process map look like?金蝶可能的最高级经营程序图的模式如何？,At what must you excel in order to be successful?为取得成功，您必需专长于哪些方面？,How would you be possibly organised?金蝶可能的组织方式如何？,En

8、abling capabilities必备能力,To keep at the back of minds思考,1. It is 2010. China is well on its way to becoming a “developed economy”2010年，中国将逐步成为“发达经济”国家 What would this mean to you?这对您而言意味着什么？ How would you describe Kingdees role in Chinas development (as you would foresee)?您如何描述金蝶在中国发展过程中所发挥的作用(您的预测)？

9、 What challenges would you foresee in such development在上述发展过程中，您可以预见哪些挑战？ 2. China enters the WTO and becomes a member中国成为世贸组织成员 Describe the implications for your industry说明这一事件对您所在行业的影响 Describe the opportunities and threats arising out of those implications说明上述影响所引发的机遇和威胁 What would Kingdee have

10、to do in order to succeed?为取得成功，金蝶必需专长于哪些方面？,Process overview程序概述,Participants to be divided into groups将大家分成小组讨论 Group exercises to be facilitated by Hewitt翰威特咨询顾问组织进行分组练习 Developing a mission statement for Kingdee Software, 10 years from now制定金蝶软今后10年的公司使命 Using the balanced strategic measurement

11、framework运用均衡策略评估框架 Presentation by each group小组演讲介绍 Discussion on key themes讨论关键议题 Integrating various themes and arriving at a mission statement综合各种议题并确定使命陈述,Remember, only the MOST CRITICAL切记，仅仅最关键的,Next接下来.Group exercises分组练习,Next接下来.Group presentations小组演讲介绍,Kingdees mission statement金蝶使命陈述,STA

12、TEMENT OF PURPOSE宗旨陈述,CUSTOMER客户,ORGANIZATION组织,ENABLING CAPABILITIES必备能力,FINANCIAL财务,Next接下来.Developing goals and strategic imperatives for Kingdee Software确定金蝶软件目标与策略重点,Overview of framework框架概述.,Statement of Purpose宗旨陈述,Financial财务,Customer客户,Organization组织,Enabling Capabilities必备能力,Mission state

13、ment 使命陈述,Key financial imperatives关键财务重点,Key customer imperatives关键客户重点,Key organization imperatives关键的组织重点,Key capability imperatives关键的能力重点,Goal statement 目标陈述,Articulate the Statement of Purpose说明宗旨陈述,Formulate the Mission Statement along balanced scorecard perspectives根据均衡计分卡中的各项维度制定使命陈述,Financ

14、ial财务,Customer客户,Organization组织,Enabling Capabilities必备能力,Develop medium term Goals for each step确定各步骤的中期目标,Develop Measures of success for Goals针对各项目标制定评估标准,Financial财务,Customer客户,Organization组织,Enabling Capabilities必备能力,SI,SI,SI,SI,Tomorrow = A明天=A,Today = B今天=B,The gap = Strategic Imperative = A-

15、B差距 = 策略重点 = A-B,Set Targets for each Measure针对各项评估标准制定具体指标,Cascading the statement of purpose downhow would we do it宗旨陈述逐级分解如何进行,What is a goal statement?什么是目标陈述？,A Goal Statement目标陈述 Clarifies the organizations priorities明确组织的轻重缓急 Helps deploy resources behind the RIGHT activities帮助调配恰当活动所需要的资源 He

16、lps evolve a strategy帮助制定策略 Makes the strategy clear and tangible确保策略明确、可行 Gives the strategy a more “near term” focus确定“近期”策略重点 Helps evolve measures of performance帮助制定绩效评估标准,A Goal statement is a declaration of themost critical success factors for the organization目标陈述是指明确组织最关键的成功要素,Examples of goa

17、l statements目标陈述实例,As an organization we will focus our efforts and resources on:组织应集中人力与资源来： Creating shareholder value创造股东价值 Constantly increasing our market share in all categories不断增加在各个类目中的市场份额 Making the organization a preferred place to work for使组织成为一个优秀工作地,The scorecard as a strategic manage

18、ment approach将均衡计分卡视作一种策略性管理模式,The strategy framework- Illustration策略框架 - 说明,Process overview程序概述,Participants to be divided into groups将大家分成小组讨论 Group exercises to be facilitated by Hewitt翰威特咨询顾问组织进行分组练习 Developing goals for Kingdee Software, 3-5 years from now制定金蝶3-5年的目标 Using the balanced strateg

19、ic measurement framework运用均衡策略评估框架 Presentation by each group小组演讲介绍 Discussion on key themes关键议题讨论 Integrating various themes and arriving at a common statement of goals综合各项议题并达成共同目标陈述,Remember, only the MOST CRITICAL切记，仅仅最关键的,Next接下来.Group exercises分组练习,Next接下来.Group presentations小组演讲介绍,Goals目标 Imp

20、eratives重点,Financial财务,Kingdees goal statements金蝶目标陈述,Goals 目标 Imperatives 重点,Customer客户,Kingdees goal statements金蝶目标陈述,Goals 目标 Imperatives 重点,Organization组织,Kingdees goal statements金蝶目标陈述,Goals 目标 Imperatives 重点,Enabling Capabilities必备能力,Kingdees goal statements金蝶目标陈述,Next接下来.Discussion on strateg

21、ic imperatives at Kingdee Software探讨金蝶软件的策略重点,Process overview程序概述,Participants to be divided into groups将大家分成小组讨论 Group exercises to be facilitated by Hewitt由翰威特咨询顾问组织进行分组练习 Discussion on strategic imperatives for Kingdee Software until 3-5 years探讨金蝶软件3-5年的策略重点 Spend some time on strategic imperati

22、ves that you have come up with花费一定的时间探讨您所得出的策略重点 What would it take you to achieve these实现这些策略重点需要哪些投入？ Think in particular about what enabling capabilities and organizational attributes you would need in order to achieve customer and financial goals具体思考为实现客户和财务目标，您所需的必备能力和组织要素 Presentation by each

23、group小组演讲介绍 Discussion on key themes探讨关键议题,Remember, only the MOST CRITICAL切记，仅仅最关键的,Linking the goals and imperatives: Theory Z整合目标与重点：Z理论,Next接下来.Group exercises分组练习,Next接下来.Group presentations小组演讲介绍,Next接下来.Discussion on Kingdees strategic style探讨金蝶策略风格,Strategic style策略风格,Ways in which companies

24、 deliver value to customers公司向客户提供价值的途径 There are three strategic styles三种策略风格 Companies that dominate are good in all and excellent in one公司擅长于各个方面，但精通一个方面 In such companies organizational characteristics and enabling capabilities follow/support the primary strategic style这种公司中，组织特征和必备能力遵照/支持主要策略风格

25、,Three strategic styles三种策略风格,Product Leadership产品先导型 Best Technology/Features最佳技术/特征,Customer Intimacy客户至上型 Best Total Solution最佳全面解决方案,Operational Excellence出色运作型 Best Total Cost最佳全面成本,Treacey continuous improvement mentality采取可预见性行动，相信“万变不离其中”；持续改进型思维模式,Experiments and thinks “out-of-the-box”; ri

26、sk tolerant.尝试和进行创造性思考，允许承担一定的风险,Is flexible and thinks “have it your way.”灵活和思考，“随心所欲”,Identifying Kingdees strategic style明确金蝶策略风格,Job and Organisation Design Decisions are Interdependent职位设计和组织架构设计决策的关联性,A Good Organisation Design Should:一个良好的组织设计应该：,Facilitate and support the core revenue genera

27、ting business processes满足并支持核心的、创造收益的业务流程 Provide a friction free interface between the business and its customers提供企业与客户间的自由、顺畅接触 Enhance decision making across the organisation促进公司各层面的决策制定 Permit effective people management to happen at the most appropriate points in the structure保障有效的人员管理在组织结构中的最

28、适当的环节发生,Processes Influence Structure业务流程对组织结构产生影响,Structure组织架构,Jobs职位,Skills技能,Tasks任务,Process流程,Think Processes before Structure在建立组织结构前考虑流程问题,Functions部门,Identify the core revenue generating processes that will deliver the business strategy. 明确核心的、实施经营战略的创造收益的流程。,Strategic Business Processes战略业务

29、流程,Draw a macro process map:宏观流程图,Inputs投入,Key Activities核心活动,Customers Outputs客户产出,Identifying Core Revenue Generating Processes明确关键的创造收益的流程,From first contact to delivery or concept to customer从最初联络到提供客户产品或是“客户概念” High level only只限于高层次 “What” not the “How”是“什么”而不是“怎么做” Identify where the process b

30、oundary lies明确业务流程的边际,Identifying Core Revenue Generating Processes明确公司主要生产流程(续),Business processes as the linking pin经营程序衔接,What is a Strategy ?什么是战略？,Customers Served - Which customer segments will we serve ?所服务的客户 - 我们为哪些类别的客户提供服务？ Needs Addressed - What needs will we address ?满足需求 - 我们将着重满足哪些需求？

31、 Product Form - What product form will we use to meet customer needs?产品形式 - 为满足客户需要，我们将使用什么产品形式？ Delivery Mechanism - What technology will we use to create and deliver the products?提供产品方式 - 我们将使用什么技术来生产并提供产品？,What is a Strategy ?(Contd)什么是战略？(续),Scope - What geographical & vertical scope will we cov

32、er ?范围 - 我们的服务将包括哪些地域范围和市场渗透？ Value Proposition - Why would the customer buy from us ?价值理念 - 为什么客户应从我们公司购买产品？,Strategy Drives Structure:战略促进组织结构发展：,Business Driver 商业经营驱动因素 Cost 成本 Local Presence/Responsiveness在当地经营规模/对市场的反应 Technology 技术 Flexibility 灵活性,Primary Structure主导组织架构 Function 职能部门 Custome

33、r/Geography 客户/地域 Product 产品 Matrix矩阵式,Types of Business Structures经营结构的类型,Functionalorganised by major technical or professional functions like Sales, Finance, etc.职能型由主要技术或专业部门(例如，销售部、财务部等)组织 Customer/Geographicstructured according to the characteristics of the customer base, market(s) or location

34、客户/区域型根据客户特点、市场或区域确定组织结构 Productstructured around products or services offered产品型根据提供的产品或服务确定组织结构 Matrixorganised so people are accountable to functions and to team based programmes矩阵式使员工有组织地按照计划负责部门或小组工作,Components of Structure组织结构的组成因素,Horizontal Structure : Where do we draw the boundaries between

35、 work units ?水平组织结构：工作单元的界限在哪里？,Vertical Structure : How many hierarchical levels are necessary ?垂直组织结构：需要建立多少级别？,Vertical Structure垂直组织结构,Schematic of Management Levels管理层级图,1,2,3,4,5,6,Management Level管理层,Horizontal Structure水平组织结构,Schematic of Spans of Control控制跨度图,Span of Control控制的跨度 3,Span of

36、Control控制的跨度 2,Core Characteristics of the Structure组织结构的核心特点,Your organisation should have the following five processes or “systems” represented somewhere:您的公司内部某处应具有下面的五个流程或“系统” System 1: Operation 系统1：运营 System 2: Co-ordination 系统2：协调 System 3: Control 系统3：控制 System 4: Intelligence 系统4：信息 System

37、5: Strategy 系统5：战略,Core Characteristics of the Structure组织结构的核心特点,System 1: Operation 系统1：运营 Operational units of an organisation e.g.: business units of a diversified company公司的运营单位，例如，多元化公司的事业部 Implementation and customer delivery focus注重实践操作和向客户提供产品 Should be capable of dealing with high levels o

38、f environmental variety and change应该能够应对高层次的商业环境变化和变革,Core Characteristics of the Structure组织结构的核心特点,System 2: Co-ordination 系统2：协调 Responsible for achieving co-ordination and stability within S1负责完成协调和系统1内的稳定 Acts to prevent the S1 operational units from working against each other采取行动以防止系统1内的各经营单位冲

39、突的运作 Arbitrates between unnecessary competition for resources缓和不必要的资源竞争 Typically, S2 is the network of information and communication channels through which S1 and S3 interact within an organisation一般来说，系统2是公司内信息网络和沟通渠道，提供系统1和系统3在企业内的合作,Core Characteristics of the Structure组织结构的核心特点,System 3: Contro

40、l 系统3：控制 Main task is control, managing S1 through S2主要任务是控制，通过系统2来管理系统1 Has an internal and now focus in order to maintain business internal stability above all else具有内部与当前主导性，注重保障内部经营的稳定性 Typically covers activities normally performed by line management一般包括部门经理的工作活动,Core Characteristics of the Structure组织的核心特点,System 4: Intelligence 系统4：信息 Takes an external and future focus: functions that try to p