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Financial customer internal processes learning and growth a Less
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Financial customer internal processes learning and growth a Less
Lenovo Group in April 2002 the implementation of ‘free association, sharing the Internet’ strategy, the strong involvement of mobile communication fields; 2002 fiscal year off the market, Lenovo Mobile, over technology, customs, customs won the first battle in management, mobile phone sales reached more than xx million units, attention of the industry; 2003 fiscal year, Lenovo Mobile to establish annual goals, sales planning directed at xx million; ... ...; 2006 fiscal year, Lenovo Mobile to become the domestic first-class, internationally renowned mobile phone manufacturers. Should be, the good prospects for the blueprint has been planning, the success or failure depends on the team’s ability to execute. The implementation capacity of a team, depending on whether it was possible strategic goals down into actionable, tactical actions, and then down to earth pragmatism and do not reach until the goal is determination, implement to the letter. Construction and operation of companies in which state of development of performance management system suited to malpractices strategic goals down into actionable tactical action key nodes. Therefore, we have to think of such a strategic question: what kind we need a value-oriented performance management system to protect the company’s medium to long term strategy for effective implementation of sustainable development needed to protect the company has the competitive edge? - Is purely rely on the mobile phone business-led growth to achieve it; or simply to rely on and strengthen their internal management of business processes? To rely on keeping up with fashion to promote their working capital, capital operation and brand to function;, or to rely on advocates ‘are in fact equally imaginary’ corporate culture? The answer is undoubtedly in the negative! Because deep down colleagues have such a consensus: we have not only gone well with
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