某著名咨询公司-惠普-战略规划与评审chyz.pptx

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1、惠普的战略规划与评审惠普的战略规划与评审hp confidentialhp confidentialDW20(3/2000)更多免费资料，尽在.惠普的计划理念惠普的计划理念PLAN IS NOTHING；PLANNING IS EVERYTHING。PLAN IS PAPER PLAN与与PLANNING的区别的区别PLANNING IS PROCESS Annual Plan 惠普的计划流程TEN STEP PLANNINGTHE TEN-STEPS Step 1:STATEMENT OF PURPOSE Step 2:FIVE YEAR OBJECTIVES Step 3:CUSTOMER

2、S AND CHANNELS Step 4:COMPETITIONStep 5:IDEAL SOLUTION AND STRATEGY Step 6:IMPLEMENTATION Step 7:FINANCIAL ANALYSIS Step 8:EXTERNAL ASSUMPTIONS Step 9:INTERNAL INTERDEPENDENCIES Step 10:FIRST YEAR PLANTEN-STEP PLANNING的战略性逻辑的战略性逻辑ExternalInternalStrategicOperationsUnderstanding the opportunitiesStep

3、 3:Customers&channelsStep 4:CompetitionStep 5:Ideal solution&strategyBuilding focusStep 1:Statement of purposeStep 2:Five-year objectivesStep 8:External risks&assumptionsStep 9:Internal interdependenciesMaking decisionsStep 6:Plan for implementationStep 7:Financial analysisImplementationStep 10:Firs

4、t-year planValidation&monitoringPlanning to planAn outside-in approachTEN-STEP 运用结果示例运用结果示例年度计划：年度计划：VOICE INFORMATION SERVICES DIVISION（PDF FILE）TEN-STEP：CHP CSBU FY1998 2001（EXCEL FILE）惠普的战略管理评审理念惠普的战略管理评审理念LOGIC IS NOT NECESSARILY PURSUASIVE逻辑是不容挑战的逻辑是不容挑战的惠普的战略管理评审方法惠普的战略管理评审方法 QUALITY MATURITY

5、SYSTEM（QMS）1.0TopicsKnowledge Areas1.0 Strategic DirectionSTRATEGIC DIRECTIONPLANNING3.1 Planning System3.2 Including Customer Needs3.3 Alignment3.02.06.1 Actions of Leaders6.2 Decision Making6.3 Leading ChangeLEADERSHIP6.05.0 Strategic Development of PeopleDEVELOPMENT OF PEOPLE5.02.1 End Customer I

6、dentification2.2 Value Delivery System2.3 Other Customers of the System2.4 Creating Passion for Customers2.5 Understanding Competition CUSTOMERS&BUSINESS ENVIRONMENT2.0EXECUTING THE PLANS4.1 Cross Organizational Processes,Organization Design4.2 Process Management&Improvement4.3 Plan Deployment&Revie

7、w4.4 Managing Relationships4.5 Performance Measurement4.0QMS的实施流程的实施流程BasicLeadingCompetitiveNarrativeResourcesHow To Get StartedTemplatesBasicLeadingCompetitiveNarrativeResourcesHow To Get StartedTemplatesReview the QMS topicsHow effectively is your entity performing in each of the QMS areas?Focus

8、on a specific business and understand the business situationDetermine importance of each QMS topic to business success in the segmentPosition entity performance-Basic.petitive.LeadingResults/Approach/DeploymentGo do it!Go do it!Discover other existing or possible approachesP o s i t i o nIMPORTP o s

9、 i t i o nIMPORTP o s i t i o nIMPORTDecide what actions youll take to guarantee future business successQMS的实施流程实例的实施流程实例QMS评审结果实例评审结果实例惠普的核心能力识别理念惠普的核心能力识别理念DEVELOPING AND OBSOLETING OF CORE COMPETENCES ARE EQUALLY ESSENTIAL TO WIN知扬弃者，胜知扬弃者，胜惠普的核心能力识别方法惠普的核心能力识别方法CIW（PROBING EXERCISE）Formulation o

10、f Strategic PlanIdentification of Needed Organizational CapabilitiesDetermination of Specific Leadership Qualities Needed Determination of Specific Leadership Quantities NeededProactive Talent Pipeline Management Individual DevelopmentPlanningUse of Competency Models as Change AgentsSuccessful Execu

11、tion of Strategic Plan Beginning with corporate strategic pany analyzes capabilities required to execute.which are then broken down into human terms.spurring action to build or find the right talent.and driving change within the organization.to achieve strategic business goals.Objective#1:Aligning E

12、xpectationsObjective#2:Tying Competencies to Performance ManagementObjective:IdentifyingFuture CompetenciesObjective:Build-Back Planning惠普的组织战略方法论惠普的组织战略方法论基于公司战略的组织开发基于公司战略的组织开发竞争地位矩阵图竞争地位矩阵图关键关键 很重要很重要重要重要Strategic DirectionEnd Customer IdentificationValue Delivery SystemOther Customers of the Sys

13、temCreating Passion for CustomersUnderstanding Competition12.12.22.32.42.5业务单位竞争地位业务单位竞争地位Planning SystemIncluding Customer needsAlignment3.13.23.3Cross Org.Processes&Org.designProcess Management&ImprovementPlan Deployment,Communication&ReviewManaging RelationshipsPerformance Measurement4.14.24.34.4

14、4.5Strategic Development of PeopleActions of LeadersDecision MakingLeading Change56.16.26.3Page 14 of 19对业务单位的对业务单位的相对重要性相对重要性有竞争力有竞争力“门槛门槛”领先领先良好态势良好态势持续改善以保持领先持续改善以保持领先重要问题重要问题应改进以求最好结果应改进以求最好结果关键问题关键问题应投资以求迅速改变应投资以求迅速改变“曲高和寡曲高和寡”维持或减少投资维持或减少投资16.12.52.13.13.24.12.23.36.24.36.354.52.34.42.44.2QMS评

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