价值为基础管理.pptVIP

Value-Creating Behaviors, Ownership culture, Priorities, Decisions, and Measurement Linking Organizational Systems to Value Drivers has Multi-point Linkages  VBM-Aligned Management Processes and Structure Corporate Culture VBM-Alignment Desired Value-Creating Behaviors and Competencies HR Policies and Management Employment Relationships (“What’s the deal?”) Organization An Aligned Organizational Strategy will have an Impact on Business Value Drivers Financial Value Drivers Organizational Impact Leadership Staffing Rewards Organization Effectiveness Performance VBM Alignment Development Increased market share Revenue growth Profit margins Asset turnover Debt/ equity ratio Risk profile Business expansion Improved competitiveness Operational efficiency Organizational effectiveness Optimal capital structure Growth Returns Cost of Capital Value drivers Leadership is responsible for the expected behavioral changes Critical Questions that Link Management Systems to VBM Critical Questions Has the desired culture been articulated? Does VBM fit into the culture of the corporation and/or of business units? What are the key messages you want people to get from VBM? How do you want people’s behavior to change under VBM? Do managers and employees have the ability to impact the VBM implementation? Implementing VBM Requires a Certain Corporate Culture Person Oriented Performance Orientation We emphasize how things are done. A focus on the processes and activities that lead to high performance. We emphasize what is accomplished.The result is more important than the procedure. Process Oriented Results Oriented People Perspective We focus not only on what people can deliver, but also on each person as an individual. We focus on getting the job done. Our concern for people is based primarily on what they deliver for the organization. Identity Perspective Employees identify primarily with our organization. Employees identify primarily with their profess