战略管理过程与实施.pptVIP

* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * 战略管理过程的特点 Need to perform tasks never goes away because changes occur regularly Boundaries among tasks are blurry Doing the 5 tasks is not isolated from other managerial activities Time required to do tasks corns in lumps spurts Pushing to get best strategy-supportive performance from each employee, perfecting current strategy, improving strategy execution 四、战略管理过程的参与者 Chief Executive Officer Other Senior Corporate level Executives Managers of Subsidiary Business Units Functional Area Managers Within a Subsidiary Business Unit Managers of Major operating Departments Geographic Units 战略计划编制者的角色 COLLECT INFORMATION needed by strategy managers Conduct BACKGROUND ANALYES as needed Establish administer an ANNUAL STRATEGY REVIEW CYCLE COORDINATE review approval process of strategic plans ASSIST all managers to focus on strategic issues WARNING Planners should NOT make strategic decision or do strategic thinking for line managers 为什么计划编制不等于战略决策 Planners know less about situation, placing them in weaker position than line managers to devise workable action plan Separates responsibility accountability for strategy-making from implementing A MAJOR FLAW! Allows managers to toss decisions to planners avoid doing own strategic thinking Implementers have no “buy in” to strategy STRATEGIC ROLES OF A BOARD OF DIRECTORS See that five strategic management tasks are performed adequately Review important strategic move officially approve strategic plans Ensure strategic proposals are adequately analyzed superior to alternatives Evaluate caliber of top management’s strategy-making implementing skills STRATEGIC MANAGEMENT PRINCIPLE A board of director’s role in the strategic management process is to critically appraise and ultimately approve strategic action plan, but RARELY, if ever, to participate directly in the details of strategy making! 五、平衡计分卡 出色的战略是在一组和谐、连贯的行动中完成的，而企业高层领导面对的