惠普战略规划与评审(ppt14)

惠普的战略规划与评审hpconfidentialDW20(3/2000)惠普的计划理念PLANISNOTHING；PLANNINGISEVERYTHING。PLANISPAPERPLAN与PLANNING的区别PLANNINGISPROCESS惠普的计划流程–TENSTEPPLANNINGTHETEN-STEPSStep1:STATEMENTOFPURPOSEStep2:FIVEYEAROBJECTIVESStep3:CUSTOMERSANDCHANNELSStep4:COMPETITIONStep5:IDEALSOLUTIONANDSTRATEGYStep6:IMPLEMENTATIONStep7:FINANCIALANALYSISStep8:EXTERNALASSUMPTIONSStep9:INTERNALINTERDEPENDENCIESStep10:FIRSTYEARPLANTEN-STEPPLANNING的战略性逻辑ExternalInternalStrategicOperationsUnderstandingtheopportunitiesStep3:Customers&channelsStep4:CompetitionStep5:Idealsolution&strategyBuildingfocusStep1:StatementofpurposeStep2:Five-yearobjectivesStep8:Externalrisks&assumptionsStep9:InternalinterdependenciesMakingdecisionsStep6:PlanforimplementationStep7:FinancialanalysisImplementationStep10:First-yearplanValidation&monitoringPlanningtoplanAnoutside-inapproachTEN-STEP运用结果示例•年度计划：VOICEINFORMATIONSERVICESDIVISION（PDFFILE）•TEN-STEP：CHPCSBUFY1998–2001（EXCELFILE）惠普的战略管理评审理念LOGICISNOTNECESSARILYPURSUASIVE逻辑是不容挑战的惠普的战略管理评审方法–QUALITYMATURITYSYSTEM（QMS）1.0TopicsKnowledgeAreas–1.0StrategicDirectionSTRATEGICDIRECTIONPLANNING–3.1PlanningSystem–3.2IncludingCustomerNeeds–3.3Alignment3.02.0–6.1ActionsofLeaders–6.2DecisionMaking–6.3LeadingChangeLEADERSHIP6.0–5.0StrategicDevelopmentofPeopleDEVELOPMENTOFPEOPLE5.0–2.1EndCustomerIdentification–2.2ValueDeliverySystem–2.3OtherCustomersoftheSystem–2.4CreatingPassionforCustomers–2.5UnderstandingCompetitionCUSTOMERS&BUSINESSENVIRONMENT2.0EXECUTINGTHEPLANS–4.1CrossOrganizationalProcesses,OrganizationDesign–4.2ProcessManagement&Improvement–4.3PlanDeployment&Review–4.4ManagingRelationships–4.5PerformanceMeasurement4.0QMS的实施流程BasicLeadingCompetitiveNarrativeResourcesHowToGetStartedBasicLeadingCompetitiveNarrativeResourcesHowToGetStartedReviewtheQMStopicsHoweffectivelyisyourentityperformingineachoftheQMSareas?FocusonaspecificbusinessandunderstandthebusinesssituationDetermineimportanceofeachQMStopictobusinesssuccessinthesegmentPositionentityperformance-Basic...Competitive...LeadingResults/Approach/DeploymentGodoit!DiscoverotherexistingorpossibleapproachesPositionIMPORTPositionIMPORTPositionIMPORTDecidewhatactionsyou'lltaketoguaranteefuturebusinesssuccessQMS的实施流程实例0.0)简介，介绍评估日程，整理图表（15分钟）1.0)2.0)业务规划（15分钟）1.1)2.1)规划系统－流程/时间-客户与合作伙伴需求-包括客户需求（在计划中）--协调（目标与资源）1.2)2.2)关键业务指标-价值，对客户的关注程序2.3)年度计划1.3)2.4)业务基本要素统计表3.0)5.0)领导层/参与（15分钟）3.1)5.1)--管理者所作的工作（确保成功）--决策（与交流）3.2)-创新（领导者在其中的作用）3.3)5.2)对人员的战略培训4.0)6.0)参与人员反馈（15分钟）领导层管理相互关系主要流程管理/控制-PPMs改进措施表改进项目（20分钟）价值实施系统流程管理（30分钟）流程结构与组织设计部署与评估计划战略重点（60分钟）OPTS分析与战略总结了解竞争对手目的、任务、发展计划部门：被评估者：评估者：日期：QMS评审结果实例QMS小型评估反馈表主题评论/说明战略重点1.A战略发展方向机构的发展方向是什么？如何才能达到这一目标（使命等）“客户满意度第一”1.B基础设施要实现机构的业务目标需要什么样的业务流程和组织结构？CCC&TSC(需要流程关系图)1.C商业环境机构如何评价和适应所处的商业环境？市场、分销渠道、客户群、竞争对手等需要更多3C的数据和信息业务规划2.A规划过程机构如何管理其计划并令其与战略发展方向相一致？需要进行战略开发联系不明确2.B3-5年计划机构如何制定针对业务目标的发展规划图？出色的发展规划2.C突破性（Hoshin）计划机构如何确定并管理实现业务目标所需进行的突破性发展？（可能包括实施计划）面向TCE的需要经销商战略2.D业务基本要素机构如何管理基本的日常活动？在财务与客户方面表现出色需要强调员工和进行统计部门：CCC/TSC__主讲人：C.H.Kee/AlanGuo__日期：2000年4月24日_____________优势建议惠普的核心能力识别理念DEVELOPINGANDOBSOLETINGOFCORECOMPETENCESAREEQUALLYESSENTIALTOWIN知扬弃者，胜惠普的核心能力识别方法–CIW（PROBINGEXERCISE）FormulationofStrategicPlanIdentificationofNeededOrganizationalCapabilitiesDeterminationofSpecificLeadershipQualitiesNeededDeterminationofSpecificLeadershipQuantitiesNeededProactiveTalentPipelineManagementIndividualDevelopmentPlanningUseofCompetencyModelsasChangeAgentsSuccessfulExecutionofStrategicPlan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竞争地位矩阵图关键很重要重要ConsiderCustomersTheentityOtherStakeholdersGroupGoalsBreakthroughCurrentGoalsLongTermGoalsStrategicDirectionEndCustomerIdentificationValueDeliverySystemOtherCustomersoftheSystemCreatingPassionforCustomersUnderstandingCompetition12.12.22.32.42.5业务单位竞争地位PlanningSystemIncludingCustomerneedsAlignment3.13.23.3CrossOrg.Processes&Org.designProcessManagement&ImprovementPlanDeployment,Communication&ReviewManagingRelationshipsPerformanceMeasurement4.14.24.34.44.5StrategicDevelopmentofPeopleActionsofLeadersDecisionMakingLeadingChange56.16.26.3Page14of19对业务单位的相对重要性有竞争力“门槛”领先16.12.52.13.13.24.12.23.36.24.36.354.52.34.42.44.2QMS评审结果示例