惠普戰(zhàn)略規(guī)劃與評(píng)審(1)ppt課件

1、惠普的戰(zhàn)略規(guī)劃與評(píng)審hp confidentialDW20 (3/2000)惠普的方案理念PLAN IS NOTHING；PLANNING IS EVERYTHING。PLAN IS PAPER PLAN與PLANNING的區(qū)別PLANNING IS PROCESS Annual Plan 惠普的方案流程 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)略性邏輯ExternalInternalStrategicOperationsUnderstanding the opportunitiesStep 3: Customers & channelsStep 4: Compet

3、itionStep 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-year planValidation

4、& monitoringPlanning to planAn outside-in approachTEN-STEP 運(yùn)用結(jié)果例如年度方案：VOICE INFORMATION SERVICES DIVISION PDF FILETEN-STEP：CHP CSBU FY1998 2001 EXCEL FILE惠普的戰(zhàn)略管理評(píng)審理念LOGIC IS NOT NECESSARILY PURSUASIVE邏輯是不容挑戰(zhàn)的惠普的戰(zhàn)略管理評(píng)審方法 QUALITY MATURITY SYSTEMQMS1.0TopicsKnowledge Areas1.0 Strategic DirectionSTRATEG

5、IC 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 Customer Identification2.2 Value Delivery System2.3 Other Customers of the

6、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 Plan Deployment & Review4.4 Managing Relationships4.5 Performance Measurement4.0Q

7、MS的實(shí)施流程BasicLeadingCompetitiveNarrativeResourcesHow To Get StartedTemplatesBasicLeadingCompetitiveNarrativeResourcesHow To Get StartedTemplatesReview the QMS topicsHow effectively is your entity performing in each of the QMS areas?Focus on a specific business and understand the business situationDet

8、ermine importance of each QMS topic to business success in the segmentPosition entity performance - Basic.petitive.LeadingResults/Approach/DeploymentGo do it !Discover other existing or possible 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 t

9、o guarantee future business successQMS的實(shí)施流程實(shí)例QMS評(píng)審結(jié)果實(shí)例惠普的中心才干識(shí)別理念DEVELOPING AND OBSOLETING OF CORE COMPETENCES ARE EQUALLY ESSENTIAL TO WIN知揚(yáng)棄者，勝惠普的中心才干識(shí)別方法 CIWPROBING EXERCISEFormulation of Strategic PlanIdentification of Needed Organizational CapabilitiesDetermination of Specific Leadership Qualit

10、ies Needed Determination of Specific Leadership Quantities NeededProactive Talent Pipeline Management Individual DevelopmentPlanningUse of Competency Models as Change AgentsSuccessful Execution of Strategic Plan Beginning with corporate strategic pany analyzes capabilities required to execute.which

11、are then broken down into human terms.spurring action to build or find the right talent.and driving change within the organization.to achieve strategic business goals. Objective #1: Aligning ExpectationsObjective #2: Tying Competencies to Performance ManagementObjective: IdentifyingFuture Competenci

12、esObjective: Build-Back Planning惠普的組織戰(zhàn)略方法論 基于公司戰(zhàn)略的組織開發(fā)競爭位置矩陣圖關(guān)鍵 很重要重要Strategic DirectionEnd Customer IdentificationValue Delivery SystemOther Customers of the SystemCreating Passion for CustomersUnderstanding Competition12.12.22.32.42.5業(yè)務(wù)單位競爭位置Planning SystemIncluding Customer needsAlignment3.13.23.3Cross Org. Processes & Org. designProcess Management & ImprovementPlan Deployment, Communication & ReviewManaging RelationshipsPerformance Measurement4.14.24.34.44.5Strategic Development of PeopleA