1第10章戰(zhàn)略實(shí)施與控制一戰(zhàn)略實(shí)施目標(biāo)與組織結(jié)構(gòu)戰(zhàn)略領(lǐng)導(dǎo)二戰(zhàn)略控制建立戰(zhàn)略控制系統(tǒng)的步驟控制方法及工具2一戰(zhàn)略實(shí)施

TheMckinsey7-sframeworkstructureSharedvaluesstaffsystemsstylestrategyskills3TheMckinsey7-sframework硬件Strategy,structure,systems軟件Style,sharedvalues,staffs,skills4TheMckinsey7-sframeworkStrategy:asetofdecisionsandactionsaimedatgainingasustainablecompetitiveadvantageStructure:theorganizationchartandassociatedinformationthatshowswhoreportstowhomandhowtasksarebothdividedupandintegrated5TheMckinsey7-sframeworkSystems:theflowofactivitiesinvolvedinthedailyoperationofabusiness,includingitscoreprocessanditssupportsystems.Style:howmanagerscollectivelyspendtheirtimeandattention,andhowtheyusesymbolicbehavior.Howmanagementactsismoreimportantthanwhatmanagementsays.6TheMckinsey7-sframeworkStaff:howcompaniesdevelopemployeesandshapebasicvaluesSharedvalues:commonlyheldbeliefs,mindsets,andassumptionsthatshapehowanorganizationbehaves—itscorporatecultureSkills:anorganization’sdominantcapabilitiesandcompetence7戰(zhàn)略實(shí)施戰(zhàn)略實(shí)施----變革戰(zhàn)略實(shí)施-----按圖施工？戰(zhàn)略實(shí)施----組織結(jié)構(gòu)（組織服務(wù)于戰(zhàn)略？）戰(zhàn)略實(shí)施----高階領(lǐng)導(dǎo)的作用8戰(zhàn)略實(shí)施與變革組織/業(yè)務(wù)/流程重組管理人員調(diào)整制度、文化、觀念變革Evolutionaryadaptivechanges?Revolutionarygenerativechanges?9目標(biāo)分解

使命目標(biāo)組織戰(zhàn)略職能戰(zhàn)略運(yùn)作策略財(cái)務(wù)策略營(yíng)銷(xiāo)策略幸福生活滿意職業(yè)高級(jí)文憑學(xué)校/專(zhuān)業(yè)選課10目標(biāo)分解

使命目標(biāo)組織戰(zhàn)略職能戰(zhàn)略運(yùn)作策略財(cái)務(wù)策略營(yíng)銷(xiāo)策略生存、發(fā)展市場(chǎng)份額低成本產(chǎn)品、選址產(chǎn)品選擇11如何設(shè)定目標(biāo)---SMART原則具體Specific—不要用行動(dòng)表達(dá)目標(biāo)可測(cè)量Measurable

—定量化達(dá)成共識(shí)Agreed—不是強(qiáng)加于人實(shí)事求是Realistic—難度、資源時(shí)限Time-bound—長(zhǎng)中短結(jié)合起來(lái)12目標(biāo)分解：DELL1986年，6000萬(wàn)美元會(huì)議：今后6年要成為重要的跨國(guó)公司兩個(gè)戰(zhàn)略目標(biāo)：大型公司客戶，全球化具體行動(dòng)：產(chǎn)品質(zhì)量、直銷(xiāo)創(chuàng)新、技術(shù)支持最后制定了131項(xiàng)涉及營(yíng)銷(xiāo)、生產(chǎn)、管理、技術(shù)、融資等方面的具體策略1992年，20億美元YGXX20030415，逆向思維驅(qū)動(dòng)超速成長(zhǎng)13戰(zhàn)略與組織結(jié)構(gòu)PropermatchbetweenstrategyandstructureMustbeflexible,innovativeandcreativetoexploitthecorecompetenceinthepursuitofmarketopportunitiesAlsorequireacertaindegreeofstabilityintheirstructuressothatday-to-daytaskscanbecompletedefficiently14戰(zhàn)略與組織結(jié)構(gòu)Stability==Rigidity15StrategyandstructuregrowthpatternSimplestructureSalesgrowth—coordinationandcontrolproblemsfunctionalstructureSalesgrowth—coordinationandcontrolproblemsMulti-divisionalstructureEfficientimplementationofformulatedstrategy16Strategyandstructure制定新戰(zhàn)略出現(xiàn)新的管理問(wèn)題組織績(jī)效下降建立新組織結(jié)構(gòu)組織績(jī)效得到改進(jìn)17組織形式--單一結(jié)構(gòu)SimplestructureTheowner-managermakesallmajordecisionsdirectlyandmonitorsallactivities.18組織形式-職能制FunctionalstructureConsistsofachiefexecutiveofficerandalimitedcorporatestaff,withfunctionallinemanagersindominantorganizationareassuchasproduction,accounting,marketing,R&D,engineering,andhumanresources.19組織形式-事業(yè)部制

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