[电子书][管理]麦肯锡业务流程重组的概念过程及体会资料.pptVIP

CTE/020817/SH-BPRRolloutSZ(2000GB) * CTE/020817/SH-BPRRolloutSZ(2000GB) * CTE/020817/SH-BPRRolloutSZ(2000GB) * CTE/020817/SH-BPRRolloutSZ(2000GB) * CTE/020817/SH-BPRRolloutSZ(2000GB) * CTE/020817/SH-BPRRolloutSZ(2000GB) * This document presents the case study of a change management program conducted for a major European airline. We titled this change management program “D-check,” after an aircraft maintenance procedure. In a D-check, a crew breaks an aircraft into pieces, makes necessary repairs, then puts the aircraft back together again. Our D-check program covered all of the airline’s core processes – mirroring the idea of conducting a D-check on an aircraft. It aimed for a three-year performance improvement, with a €500 million target. The program had a significant impact but required an extraordinarily high effort from both the client and the CST. In the course of this program, we found that introducing change is difficult, particularly if managers are not dissatisfied with their performance. The entire organization must be convinced of the need for change – especially the managers who will be implementing it. The airline involved was one of the world’s largest and most successful. This case study concerns its passenger business. * CTE/030616/GS-YPTrainingBPR(2000GB) * 对中国电信本地网流程重组的一些体会及看法 中国电信本地网流程重组试点实施取得了超出我们期望的阶段性成功 基本达到验收指标，完全达到预期的效果 苏州、昆明本地网双双达标，远远超出了BPR成功率低的预言 是麦肯锡在中国所见类似项目中最成功的典范之一 中国电信BPR的成功可以归结为几大因素 集团、省公司、本地网领导的高度重视，积极参与及坚定的支持 项目人员辛勤的劳动，出色的智慧及坚韧的意志 与生产任务和实际工作的有机结合 与集团其他战略举措的较好的融合 紧密的项目管理和控制 两地良好的管理基础 中国电信富有凝聚力的企业文化，顾全大局勇于革新的精神及说到做到的工作作风 CTE/030616/GS-YPTrainingBPR(2000GB) * 良好的团队合作也是关键成功因素之一 主要决策者全力支持项目目标，培养共识并执行战略 提供必要的财力和人力资源 咨询公司的专业技能 遵守建议的时间计划和时间限制 明确的项目组织和方法 提供数据库、基础设施和访谈合作伙伴 资料来源: McK 团队、团队 还是团队 开放的气氛和随时讨论/解决与项目相关议题 与最高决策层进行开放，直接且持续的沟通 CTE/030616/GS-YPTrainingBPR(2000GB) * 麦肯锡在中国的BPR经验表明，国企的职能管理，政府型的运作观念可通过BPR发生根本的改变，同时BPR实施成功也必须考虑到中国的管理特色 BPR必需有明确的目标和成果导向的具体目的，例如缩小与国际一流企业的业绩差距，或者根本改变国企的传统文化，成为以市场为导向的企业；仅仅为改善一两个流程而做BPR是不够的 BPR是全方位的