第十章戰(zhàn)略實施與控制(戰(zhàn)略管理-南開大學,楊坤)

第10章戰(zhàn)略實施與控制1—

戰(zhàn)略實施目標與組織結構戰(zhàn)略領導二 戰(zhàn)略控制建立戰(zhàn)略控制系統(tǒng)的步驟控制方法及工具一戰(zhàn)略實施TheMckinsey7-sframeworkstructureSharedvaluesstaffsystemsstylestrategyskills2TheMckinsey7-sframework3硬件Strategy,structure,systems軟件Style,sharedvalues,staffs,skillsTheMckinsey7-sframework4Strategy:asetofdecisionsandactionsaimedatgainingasustainablecompetitiveadvantageStructure:theorganizationchartandassociatedinformationthatshowswhoreportstowhomandhowtasksarebothdividedupandintegratedTheMckinsey7-sframework5Systems:theflowofactivitiesinvolvedinthedailyoperationofabusiness,includingitscoreprocessanditssupportsystems.Style:howmanagerscollectivelyspendtheirtimeandattention,andhowtheyusesymbolicbehavior.Howmanagementactsismoreimportantthanwhatmanagementsays.TheMckinsey7-sframework6Staff:howcompaniesdevelopemployeesandshapebasicvaluesSharedvalues:commonlyheldbeliefs,mindsets,andassumptionsthatshapehowanorganizationbehaves—itscorporatecultureSkills:anorganization’sdominantcapabilitiesandcompetence戰(zhàn)略實施7戰(zhàn)略實施----變革戰(zhàn)略實施-----按圖施工？戰(zhàn)略實施----組織結構（組織服務于戰(zhàn)略？）戰(zhàn)略實施----高階領導的作用戰(zhàn)略實施與變革組織/業(yè)務/流程重組管理人員調整制度、文化、觀念變革Evolutionaryadaptivechanges?Revolutionarygenerativechanges?8目標分解使命目標組織戰(zhàn)略職能戰(zhàn)略運作策略財務策略營銷策略幸福生活滿意職業(yè)高級文憑學校/專業(yè)選課9目標分解使命目標組織戰(zhàn)略職能戰(zhàn)略運作策略財務策略營銷策略生存、發(fā)展市場份額低成本產品、選址產品選擇10如何設定目標---SMART原則具體Specific—不要用行動表達目標可測量Measurable—定量化達成共識Agreed—不是強加于人實事求是Realistic—難度、資源時限Time-bound—長中短結合起來11目標分解：DELL121986年，6000萬美元會議：今后6年要成為重要的跨國公司兩個戰(zhàn)略目標：大型公司客戶，全球化具體行動：產品質量、直銷創(chuàng)新、技術支持最后制定了131項涉及營銷、生產、管理、技術、融資等方面的具體策略1992年，20億美元YGXX20030415，逆向思維驅動超速成長戰(zhàn)略與組織結構Proper

match

betweenstrategyand

structureMustbe

flexible,

innovative

and

creativetoexploit

the

core

competence

inthepursuitofmarket

opportunitiesAlsorequire

acertain

degreeof

stability

intheirstructuressothatday-to-daytasks

canbecompletedefficiently13戰(zhàn)略與組織結構Stability=

=

Rigidity14Strategy

and

structure

growthpatternSimplestructureSalesgrowth—coordinationandcontrolproblemsfunctionalstructureSalesgrowth—coordinationandcontrolproblemsMulti-divisionalstructureEfficientimplementationofformulatedstrategy15Strategyandstructure制定新戰(zhàn)略出現新的管理問題組織績效下降建立新組織結構組織績效得到改進16組織形式--單一結構Simple

structureTheowner-managermakesallmajordecisionsdirectlyandmonitors

all

activities.17組織形式-職能制Functional

structureConsistsofa

chiefexecutive

officer

andalimitedcorporate

staff,with

functionallinemanagers

in

dominant

organizationareassuch

as

production,

accounting,marketing,R&D,

engineering,

andhumanresources.18組織形式-事業(yè)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高管的角色職責—戰(zhàn)略領導Ship

captain?

Social

activities

director?組織者--要組織“活動”溝通者--交流仲裁著--明確是非標準決策者--選擇方案激勵者--傳達戰(zhàn)略意圖，賦予工作以意義PeterSenge–designer27戰(zhàn)略控制系統(tǒng)建立績效評估標準：多源自公司的策略，目的 是達到當代績效標準建立管理或監(jiān)控系統(tǒng)來看看標準和目標是否達 成比較實際的與預期的績效目標未必一定要有什么行動28五大控制體系29基礎控制—組織、責任、權力文化—價值觀和行為規(guī)范溝通—正式和非正式協調—橫向聯系評價與獎懲控制方法—點和信息財務控制：成長率、市場占有率、現金流產出控制：效率、品質、創(chuàng)新、顧客滿 意度行為控制：組織規(guī)則文化控制：共享價值觀30戰(zhàn)略實施與業(yè)績提升31業(yè)績提升是戰(zhàn)略成功的主要標志施樂施樂發(fā)明復印機，復印機的代名詞70年代壟斷普通復印機市場最初：出租復印機，但客戶不滿，故障率太高改變模式：出售+維修銷售收入和維修收入均大漲，戰(zhàn)略非常成功后來日本產品一躍而起，施樂幾乎倒閉原因？32BSC財務--MYOPIA客戶內部管理學習與發(fā)展33PHILOSOPH34企業(yè)衡量什么，人們就關心什么，并做好什么BSC就是企業(yè)的CT檢查績效評估績效評估是一種重要的管理工具，被廣泛地用