第十章战略实施与控制(战略管理南开大学,杨坤).pptxVIP

1 第10章战略实施与控制 一 战略实施 目标与组织结构 战略领导 二 战略控制 建立战略控制系统的步骤 控制方法及工具 2 一 战略实施The Mckinsey 7-s framework structure Shared values staff systems style strategy skills 3 The Mckinsey 7-s framework 硬件 Strategy, structure, systems 软件 Style, shared values, staffs, skills 4 The Mckinsey 7-s framework Strategy: a set of decisions and actions aimed at gaining a sustainable competitive advantage Structure: the organization chart and associated information that shows who reports to whom and how tasks are both divided up and integrated 5 The Mckinsey 7-s framework Systems: the flow of activities involved in the daily operation of a business, including its core process and its support systems. Style: how managers collectively spend their time and attention, and how they use symbolic behavior. How management acts is more important than what management says. 6 The Mckinsey 7-s framework Staff: how companies develop employees and shape basic values Shared values: commonly held beliefs, mindsets, and assumptions that shape how an organization behaves—its corporate culture Skills: an organization’s dominant capabilities and competence 7 战略实施 战略实施----变革 战略实施-----按图施工？ 战略实施----组织结构（组织服务于战略？） 战略实施----高阶领导的作用 8 战略实施与变革 组织/业务/流程重组 管理人员调整 制度、文化、观念变革 Evolutionary adaptive changes? Revolutionary generative changes? 9 目标分解 使命 目标 组织战略 职能战略 运作策略 财务策略 营销策略 幸福生活 满意职业 高级文凭 学校/专业 选课 10 目标分解 使命 目标 组织战略 职能战略 运作策略 财务策略 营销策略 生存、发展 市场份额 低成本 产品、选址 产品选择 11 如何设定目标---SMART原则 具体Specific —不要用行动表达目标 可测量Measurable —定量化 达成共识Agreed —不是强加于人 实事求是Realistic —难度、资源 时限Time-bound —长中短结合起来 12 目标分解：DELL 1986年，6000万美元 会议：今后6年要成为重要的跨国公司 两个战略目标：大型公司客户，全球化 具体行动：产品质量、直销创新、技术支持 最后制定了131项涉及营销、生产、管理、技术、融资等方面的具体策略 1992年，20亿美元 YGX逆向思维驱动超速成长 13 战略与组织结构 Proper match between strategy and structure Must be flexible, innovative and creative to exploit the core competence in the pursuit of market opportunities Also require a certain degree of stability in their structures so that day-to-day tasks can be completed efficiently 14