惠普戰(zhàn)略規(guī)劃與評審PPT課件

1、hp confidentialDW20 (3/2000)惠普的計劃理念惠普的計劃理念PLAN IS NOTHING；PLANNING IS EVERYTHING。PLAN IS PAPER PLAN與與PLANNING的區(qū)別的區(qū)別PLANNING IS PROCESS Annual Plan 惠普的計劃流程 TEN STEP PLANNING THE TEN-STEPS Step 1: STATEMENT OF PURPOSE Step 2: FIVE YEAR OBJECTIVES Step 3: CUSTOMERS AND CHANNELS Step 4: COMPETITION Step

2、 5: IDEAL SOLUTION AND STRATEGY Step 6: IMPLEMENTATION Step 7: FINANCIAL ANALYSIS Step 8: EXTERNAL ASSUMPTIONS Step 9: INTERNAL INTERDEPENDENCIES Step 10 : FIRST YEAR PLANTEN-STEP PLANNING的戰(zhàn)略性邏的戰(zhàn)略性邏輯輯ExternalInternalStrategicOperationsUnderstanding the opportunitiesStep 3: Customers & channelsSt

3、ep 4: CompetitionStep 5: Ideal solution & strategyBuilding focusStep 1: Statement of purposeStep 2: Five-year objectivesStep 8: External risks & assumptionsStep 9: Internal interdependenciesMaking decisionsStep 6: Plan for implementationStep 7: Financial analysisImplementationStep 10: First-

4、year planValidation & monitoringPlanning to planAn outside-in approachTEN-STEP 運用結(jié)果示例運用結(jié)果示例年度計劃：年度計劃：VOICE INFORMATION SERVICES DIVISION （PDF FILE）TEN-STEP：CHP CSBU FY1998 2001 （EXCEL FILE）惠普的戰(zhàn)略管理評審理念惠普的戰(zhàn)略管理評審理念LOGIC IS NOT NECESSARILY PURSUASIVE邏輯是不容挑戰(zhàn)的邏輯是不容挑戰(zhàn)的惠普的戰(zhàn)略管理評審方法惠普的戰(zhàn)略管理評審方法 QUALITY MAT

5、URITY SYSTEM（QMS）1.0TopicsKnowledge Areas1.0 Strategic DirectionSTRATEGIC DIRECTIONPLANNING3.1 Planning System3.2 Including Customer Needs3.3 Alignment3.02.06.1 Actions of Leaders6.2 Decision Making6.3 Leading ChangeLEADERSHIP6.05.0 Strategic Development of PeopleDEVELOPMENT OF PEOPLE5.02.1 End Cust

6、omer Identification2.2 Value Delivery System2.3 Other Customers of the System2.4 Creating Passion for Customers2.5 Understanding Competition CUSTOMERS & BUSINESS ENVIRONMENT2.0EXECUTING THE PLANS4.1 Cross Organizational Processes, Organization Design4.2 Process Management & Improvement4.3 Pl

7、an Deployment & Review4.4 Managing Relationships4.5 Performance Measurement4.0QMS的實施流程的實施流程BasicLeadingCompetitiveNarrativeResourcesHow To Get StartedTemplatesTemplatesBasicLeadingCompetitiveNarrativeResourcesHow To Get StartedTemplatesTemplatesReview the QMS topicsHow effectively is your entity

8、 performing in each of the QMS areas?Focus on a specific business and understand the business situationDetermine importance of each QMS topic to business success in the segmentPosition entity performance - Basic.Competitive.LeadingResults/Approach/DeploymentGo do it !Discover other existing or possi

9、ble approachesP o s i t i o nIMPORTP o s i t i o nIMPORTP o s i t i o nIMPORTDecide what actions youll take to guarantee future business successQMS的實施流程實例的實施流程實例0.0) 簡介，介紹評估日程，整理圖表（簡介，介紹評估日程，整理圖表（15分鐘）分鐘）1.0)2.0)業(yè)務(wù)規(guī)劃（業(yè)務(wù)規(guī)劃（15分鐘）分鐘）1.1)2.1) 規(guī)劃系統(tǒng)流程/時間-客戶與合作伙伴需求-包括客戶需求（在計劃中）-協(xié)調(diào)（目標與資源）1.2)2.2) 關(guān)鍵業(yè)務(wù)指標-價值，

10、對客戶的關(guān)注程序2.3) 年度計劃1.3)2.4) 業(yè)務(wù)基本要素統(tǒng)計表3.0)5.0)領(lǐng)導(dǎo)層領(lǐng)導(dǎo)層/參與（參與（15分鐘）分鐘）3.1)5.1)-管理者所作的工作（確保成功）-決策（與交流）3.2)-創(chuàng)新（領(lǐng)導(dǎo)者在其中的作用）3.3)5.2) 對人員的戰(zhàn)略培訓(xùn)4.0)6.0) 參與人員反饋（參與人員反饋（15分鐘）分鐘）領(lǐng)導(dǎo)層管理相互關(guān)系主要流程管理/控制-PPMs改進措施表改進項目（改進項目（20分鐘）分鐘）價值實施系統(tǒng)流程管理（流程管理（30分鐘）分鐘）流程結(jié)構(gòu)與組織設(shè)計部署與評估計劃戰(zhàn)略重點（60分鐘）OPTS分析與戰(zhàn)略總結(jié)了解競爭對手目的、任務(wù)、發(fā)展計劃部門：部門：被評估者：被評估者：

11、評估者：評估者：日期：日期：QMS評審結(jié)果實例評審結(jié)果實例 QMS小型評估反饋表小型評估反饋表 主題主題評論評論/說明說明戰(zhàn)略重點戰(zhàn)略重點1.A戰(zhàn)略發(fā)展方向機構(gòu)的發(fā)展方向是什么？如何才能達到這一目標（使命等）“客戶滿意度第一”1.B基礎(chǔ)設(shè)施要實現(xiàn)機構(gòu)的業(yè)務(wù)目標需要什么樣的業(yè)務(wù)流程和組織結(jié)構(gòu)？CCC & TSC (需要流程關(guān)系圖)1.C商業(yè)環(huán)境機構(gòu)如何評價和適應(yīng)所處的商業(yè)環(huán)境？市場、分銷渠道、客戶群、競爭對手等需要更多3C的數(shù)據(jù)和信息業(yè)務(wù)規(guī)劃業(yè)務(wù)規(guī)劃2.A規(guī)劃過程機構(gòu)如何管理其計劃并令其與戰(zhàn)略發(fā)展方向相一致？需要進行戰(zhàn)略開發(fā)聯(lián)系不明確2.B3-5年計劃機構(gòu)如何制定針對業(yè)務(wù)目標的發(fā)展規(guī)劃圖

12、？出色的發(fā)展規(guī)劃2.C突破性（Hoshin）計劃機構(gòu)如何確定并管理實現(xiàn)業(yè)務(wù)目標所需進行的突破性發(fā)展？（可能包括實施計劃）面向TCE的需要經(jīng)銷商戰(zhàn)略2.D業(yè)務(wù)基本要素機構(gòu)如何管理基本的日?；顒?？在財務(wù)與客戶方面表現(xiàn)出色需要強調(diào)員工和進行統(tǒng)計部門： CCC/TSC_主講人： C.H.Kee/ Alan Guo_日期：2000年4月24日_優(yōu)勢優(yōu)勢 建議建議惠普的核心能力識別理念惠普的核心能力識別理念DEVELOPING AND OBSOLETING OF CORE COMPETENCES ARE EQUALLY ESSENTIAL TO WIN知揚棄者，勝知揚棄者，勝惠普的核心能力識別方法惠普的核

13、心能力識別方法 CIW（PROBING EXERCISE）Formulation of Strategic PlanIdentification of Needed Organizational CapabilitiesDetermination of Specific Leadership Qualities Needed Determination of Specific Leadership Quantities NeededProactive Talent Pipeline Management Individual DevelopmentPlanningUse of Competen

14、cy Models as Change AgentsSuccessful Execution of Strategic Plan Beginning with corporate strategic pany analyzes capabilities required to execute.which are then broken down into human terms.spurring action to build or find the right talent.and driving change within the organization.to achieve strat

15、egic business goals. Objective #1: Aligning ExpectationsObjective #2: Tying Competencies to Performance ManagementObjective: IdentifyingFuture CompetenciesObjective: Build-Back Planning惠普的組織戰(zhàn)略方法論惠普的組織戰(zhàn)略方法論 基于公司戰(zhàn)略的組織開發(fā)基于公司戰(zhàn)略的組織開發(fā)競爭地位矩陣圖競爭地位矩陣圖關(guān)鍵關(guān)鍵 很重要很重要重要重要ConsiderCustomersThe entityOtherStakeholder

16、sGroup GoalsBreakthroughCurrent GoalsLong Term GoalsStrategic DirectionEnd Customer IdentificationValue Delivery SystemOther Customers of the SystemCreating Passion for CustomersUnderstanding Competition2.42.5業(yè)務(wù)單位競爭地位業(yè)務(wù)單位競爭地位Planning SystemIncluding Customer needsAlignmentCross Org. Processes & Org. designProcess Management & ImprovementPlan Deployment, Communication & ReviewManaging RelationshipsPerformance Measurement4.44.5Strategic Development of PeopleActions of Lea