第十章戰(zhàn)略實(shí)施與控制(戰(zhàn)略管理-南開大學(xué),楊坤)

第10章戰(zhàn)略實(shí)施與控制1—

戰(zhàn)略實(shí)施目標(biāo)與組織結(jié)構(gòu)戰(zhàn)略領(lǐng)導(dǎo)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(shí)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(shí)施7戰(zhàn)略實(shí)施----變革戰(zhàn)略實(shí)施-----按圖施工？戰(zhàn)略實(shí)施----組織結(jié)構(gòu)（組織服務(wù)于戰(zhàn)略？）戰(zhàn)略實(shí)施----高階領(lǐng)導(dǎo)的作用戰(zhàn)略實(shí)施與變革組織/業(yè)務(wù)/流程重組管理人員調(diào)整制度、文化、觀念變革Evolutionaryadaptivechanges?Revolutionarygenerativechanges?8目標(biāo)分解使命目標(biāo)組織戰(zhàn)略職能戰(zhàn)略運(yùn)作策略財(cái)務(wù)策略營(yíng)銷策略幸福生活滿意職業(yè)高級(jí)文憑學(xué)校/專業(yè)選課9目標(biāo)分解使命目標(biāo)組織戰(zhàn)略職能戰(zhàn)略運(yùn)作策略財(cái)務(wù)策略營(yíng)銷策略生存、發(fā)展市場(chǎng)份額低成本產(chǎn)品、選址產(chǎn)品選擇10如何設(shè)定目標(biāo)---SMART原則具體Specific—不要用行動(dòng)表達(dá)目標(biāo)可測(cè)量Measurable—定量化達(dá)成共識(shí)Agreed—不是強(qiáng)加于人實(shí)事求是Realistic—難度、資源時(shí)限Time-bound—長(zhǎng)中短結(jié)合起來(lái)11目標(biāo)分解：DELL121986年，6000萬(wàn)美元會(huì)議：今后6年要成為重要的跨國(guó)公司兩個(gè)戰(zhàn)略目標(biāo)：大型公司客戶，全球化具體行動(dòng)：產(chǎn)品質(zhì)量、直銷創(chuàng)新、技術(shù)支持最后制定了131項(xiàng)涉及營(yíng)銷、生產(chǎn)、管理、技術(shù)、融資等方面的具體策略1992年，20億美元YGXX20030415，逆向思維驅(qū)動(dòng)超速成長(zhǎng)戰(zhàn)略與組織結(jié)構(gòu)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(jié)構(gòu)Stability=

=

Rigidity14Strategy

and

structure

growthpatternSimplestructureSalesgrowth—coordinationandcontrolproblemsfunctionalstructureSalesgrowth—coordinationandcontrolproblemsMulti-divisionalstructureEfficientimplementationofformulatedstrategy15Strategyandstructure制定新戰(zhàn)略出現(xiàn)新的管理問(wèn)題組織績(jī)效下降建立新組織結(jié)構(gòu)組織績(jī)效得到改進(jìn)16組織形式--單一結(jié)構(gòu)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(zé)—戰(zhàn)略領(lǐng)導(dǎo)Ship

captain?

Social

activities

director?組織者--要組織“活動(dòng)”溝通者--交流仲裁著--明確是非標(biāo)準(zhǔn)決策者--選擇方案激勵(lì)者--傳達(dá)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(jī)效評(píng)估標(biāo)準(zhǔn)：多源自公司的策略，目的 是達(dá)到當(dāng)代績(jī)效標(biāo)準(zhǔn)建立管理或監(jiān)控系統(tǒng)來(lái)看看標(biāo)準(zhǔn)和目標(biāo)是否達(dá) 成比較實(shí)際的與預(yù)期的績(jī)效目標(biāo)未必一定要有什么行動(dòng)28五大控制體系29基礎(chǔ)控制—組織、責(zé)任、權(quán)力文化—價(jià)值觀和行為規(guī)范溝通—正式和非正式協(xié)調(diào)—橫向聯(lián)系評(píng)價(jià)與獎(jiǎng)懲控制方法—點(diǎn)和信息財(cái)務(wù)控制：成長(zhǎng)率、市場(chǎng)占有率、現(xiàn)金流產(chǎn)出控制：效率、品質(zhì)、創(chuàng)新、顧客滿 意度行為控制：組織規(guī)則文化控制：共享價(jià)值觀30戰(zhàn)略實(shí)施與業(yè)績(jī)提升31業(yè)績(jī)提升是戰(zhàn)略成功的主要標(biāo)志施樂(lè)施樂(lè)發(fā)明復(fù)印機(jī)，復(fù)印機(jī)的代名詞70年代壟斷普通復(fù)印機(jī)市場(chǎng)最初：出租復(fù)印機(jī)，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(lái)日本產(chǎn)品一躍而起，施樂(lè)幾乎倒閉原因？32BSC財(cái)務(wù)--MYOPIA客戶內(nèi)部管理學(xué)習(xí)與發(fā)展33PHILOSOPH34企業(yè)衡量什么，人們就關(guān)心什么，并做好什么BSC就是企業(yè)的CT檢查績(jī)效評(píng)估績(jī)效評(píng)估是一種重要的管理工具，被廣泛地用