《德鲁克战略思考》课件

德鲁克-战略思考12021/3/8德鲁克-战略思考12021/3/8目录Unit 1 德鲁克战略思维方法Unit 2 德鲁克与事业理论Unit3 企业的使命、远景和目的Unit4 目标-企业的基本战略Unit5 德鲁克论战略和战略规划Unit6 战略假设和五个根本 现实Unit7 五个致命的经营错误Unit8 评估外部环境Unit9 评估企业的核心能力Unit10 企业战略选择22021/3/8目录Unit 1 德鲁克战略思维方法22021/3/8Unit 1 第一单元Drucker-A Strategic Thinking Approach德鲁克战略思维方法Formulating a Strategy to achieve Your Vision.制定一个战略，实现你的愿景。Key Questions 关键问题：1.What is Druckers Strategic Thinking Approach for arriving at business strategy?德鲁克制定企业战略的思维方法是什么？2.What is the process required for answering Druckers three key questions:回答德鲁克的三个关键问题的过程是什么？What is our business？我们的事业是什么？What will our business be?我们的事业将是什么？What should our business be?我们的事业应该是什么？3.What is The Theory of the Business and the assumptions on which it is based?什么是事业理论？事业理论的基本假设是什么？4.Identify who in your organization is presently responsible for Strategic Planning and who should be?你的组织目前由谁负责战略规划？应该由谁来负责？32021/3/8Unit 1 第一单元Drucker-A Strategi小组讨论在小组内讨论下列各题，写下并保留答案：1.您认为什么是管理一个企业？2.管理的任务是什么？3.一个企业的基本职能是什么？42021/3/8小组讨论在小组内讨论下列各题，写下并保留答案：42021/3德鲁克的管理思想企业、社会价值观事业理论管理的技巧管理的任务为什么做什么怎么做管理实践，有效的管理者目标管理与自我控制确定企业在八个领域内的目标52021/3/8德鲁克的管理思想企业、社会价值观事业理论管理的技巧管理的任务管理的任务在过去的半个世纪里，我们懂得了管理是所有组织的职能。它们都需要管理。所有的经理都在干同样的事情，无论他们的组织的业务是什么。它们都必须把人们集中在一起，以便集中运作。它们都必须使人们发挥长处，避开短处。62021/3/8管理的任务在过去的半个世纪里，我们懂得了管理是所有组织的职能什么是管理一个企业？1.“管理就是界定企业的使命，并激励和组织人力资源来实现这个使命。”2.“界定使命是企业家的任务，而激励和组织人力资源则是领导力的范畴，二者的结合就是管理。”3.它们都必须考虑什么是组织的“结果”-并因而明确目标。4.它们都必须负责思考被我们称之为“事业理论”的东西，即组织赖以建立其运作和行动的假设，以及组织决定什么事情不做的假设。5.管理者必须断定，企业现在在做什么业务，管理者也必须决定企业应该去做什么业务。6.它们都需要一个职能部门来考虑战略，也就是使组织的目标成为绩效的手段。7.它们都必须根据组织的精神和文化规定它的价值，它的奖惩制度。8.在所有的组织里，经理主管人员都既需要作为工作和纪律的管理知识，也需要对该组织本身，它的目的，它的价值，它的环境和市场，它的核心能力的知识和理解。9.和任何工作一样，管理有它自己的工具和技术。然而，正如医学的本质并不是尿样分析，尽管后者也很重要，管理的本质也不是技术和程序。管理的本质是使知识发挥效能。换言之，管理是一种社会职能。在其实践中，管理是一种真正的“人文学科”。72021/3/8什么是管理一个企业？“管理就是界定企业的使命，并激励和组织人管理的三大任务完成组织的特定目的和使命使工作富有成效，员工具有成就感处理对社会的影响与承担社会责任82021/3/8管理的三大任务完成组织的特定目的和使命82021/3/8管理者的五项工作1.设定目标2.组织3.激励与沟通4.评估绩效5.培养人才（包括自己）德鲁克把自由与责任结合，以人的发展为重点，来构思有效的经营管理组织结构、制度与经营者的工作。他希望经营者把眼光放大，以使命感和智慧来帮助人们发挥所长，并和组织结合成一个整体。他认为身为最高主管并没有什么值得自豪，即使已成为一个有效的最高主管，人生还有更高的境界。92021/3/8管理者的五项工作设定目标德鲁克把自由与责任结合，以人的发展为德鲁克的“系统”管理使各种机构产生绩效，所有这些机构组成了社会；社会的机构是社会的器官，管理则是每个机构的器官；机构是为了担负社会的某种特定功能，完成某种特定的任务而存在；否则，机构就失去了存在的意义；机构的生存取决于管理。102021/3/8德鲁克的“系统”管理使各种机构产生绩效，所有这些机构组成了社什么是战略？不知多少人想给战略下一个简单明了的定义，但是因为战略内在的复杂性和微妙差别使我们不可能用一句话给战略下定义。但是，对战略的主要方面，却有实质上的共识。战略就是为了使组织长久保持竞争优势的位置。战略是需要作出选择的，选择进入哪一个行业，提供什么样的产品和服务，如何配置公司的资源等等。战略的主要目标是通过给顾客提供价值来为股东及其他利益相关者创造价值。在我们目前的、将来极有可能同样是动荡而且多变的年代里，一个管理者是否具备独到的能力去分析自己的竞争舞台和制定生产战略就显得非常地重要。大多数企业，不论大小、纯粹的国内企业还是跨国企业，其传统的战略都开始面临新的挑战。选择一个独特的竞争地位迫使公司在“做什么”与“不做什么”之间作出决定-这是战略的本质。112021/3/8什么是战略？不知多少人想给战略下一个简单明了的定义，但是因为阅读与讨论1.请各自阅读阅读材料小案例一：“抢占先机”；2.在小组里讨论并回答文章后面的问题122021/3/8阅读与讨论请各自阅读阅读材料小案例一：“抢占先机”；12德鲁克战略思维方法图示Now 现在Future(3-5years)未来（3-5年）Theory of the Business事业理论Mission/Purpose of Business使命、企业目的Thort Term Objectives 短期目标Marketing市场,Financial财务,Performance Gaps？绩效差异?Assessment External:评估外部1.Customers,competition,suppliers客户对手供应商2.Industry,government regulations行业，政府法规3.Demographics&Society change人口及社会变化Internal:内部评估1.Strengths&weaknesses in KSF优势与劣势2.Sssessment tools:评估工具3.Life cycles:生命周期4.Strategic business review(SBR)企业战略审视SBRDecision 决策Strategies 战略Strategic Plan战略规划Implementation Organizational Change推行组织变革Strategy(Competing)战略（竞争）Long term objectives:长期目标：Marketing市场,Financial财务,Performance Gaps？绩效差异?Evaluation 评估What will our business?我们的事业将是什么？Vision 愿景（远景）What company should be?公司应该是什么样132021/3/8德鲁克战略思维方法图示Now 现在Future(3-5yea战略规划的简化步骤评估当前业绩使命、长期目标、短期目标、战略行业分析结构/演变/竞争 竞争分析和定位战略选择业务单位、母公司评估所需要的资源风险/回报执行环境分析经济、社会/文化、技术、政治机会与威胁内部分析结构、资源、过程、员工、文化优势与劣势我们现在在哪里？我们应该走向哪里？我们怎样才能到达那里？142021/3/8战略规划的简化步骤评估当前业绩行业分析战略选择评估环境分析内The Theory of The Business事业理论Three Pillars of Assumptions三个支柱假设1.Environment-Assumptions about the environment-why the organization gets paid.环境-关于环境的假设：人们为什么付钱给你的组织2.Mission-Assumptions about the mission-what the organization considers to be results.使命-关于使命：组织把什么作为结果3.Core Competencies-Assumptions about core competencies-what is needed to accomplish the mission.核心能力-关于核心竞争力的假设：为完成使命需要什么152021/3/8The Theory of The Business事业理论The purpose and Functions of a Business 企业的目的和职能The Purpose of a Business is to Create a Customer.企业的目的是创造客户。The business enterprise has two basic functions:企业有二个基本职能Marketing 市场营销Innovation创新162021/3/8The purpose and Functions of aEssential Elements of the process of Drukers strategic Thinking Approach德鲁克战略思维过程要点14-1Mission and Purpose of the Business 使命与企业目的What is Mission of the Business?企业的使命是什么？Is the mission appropriate for the current environment?使命符合当前的环境吗？172021/3/8Essential Elements of the procEssential Elements of the process of Drukers strategic Thinking Approach德鲁克战略思维过程要点14-2Short Term Objectives短期目标Where objectives are needed?什么领域需要目标？Are short-term Objectives(one year)being met or are there“Performance Gaps”?短期目标（一年）是否在实现？有没有“绩效差异”？Is there something wrong with our Mission or strategy?我们的使命或战略有问题吗？182021/3/8Essential Elements of the procEssential Elements of the process of Drukers strategic Thinking Approach德鲁克战略思维过程要点14-3What Will Our Business Be?我们的事业将是什么？What changes have or are taking place in the environment that have an impact on our present customers,products&services,and industry?企业所处的环境中，已经发生或正在发生的哪些事会对我们现在的客户、产品和服务以及行业产生影响？192021/3/8Essential Elements of the procEssential Elements of the process of Drukers strategic Thinking Approach德鲁克战略思维过程要点14-4Industry Analysis 行业分析Should we be in this or another industry?我们是留在这个行业还是转到另外一个行业？Knowing what we know now,would we do this?如果当时我们知道了我们现在所知道的信息，我们还会做这件事吗？202021/3/8Essential Elements of the procEssential Elements of the process of Drukers strategic Thinking Approach德鲁克战略思维过程要点14-5Vision for the Future 对未来的愿景What should our business be?我们的事业应该是什么？212021/3/8Essential Elements of the procEssential Elements of the process of Drukers strategic Thinking Approach德鲁克战略思维过程要点14-6Long-Term Ovjectives 长期目标What financial,marketing,Innovative,and other Long-Term Objectives need to be established to achieve the Vision?为实现这个愿景，需要在财务、市场、创新以及其他方面确立哪些长期目标？222021/3/8Essential Elements of the procEssential Elements of the process of Drukers strategic Thinking Approach德鲁克战略思维过程要点14-7First Pillar-External Environmental Assessment 第一个支柱-外部环境评估What changes are will take place in the following areas:Customers,Competitors,Suppliers,Government Regulations,Demographics&Society Changes,other,etc.?在下列领域内，将会发生或正在发生什么变化：客户，竞争者，供应商，政府规定，人口和社会因素等？232021/3/8Essential Elements of the procEssential Elements of the process of Drukers strategic Thinking Approach德鲁克战略思维过程要点14-8Assessment of Business&Innovative Opportunitities and Potential Risks 评估商业和创新机会及其潜在风险Based on the External Environmental Assessment,what business and innovative opportunities should the organization pursue?(Innovation The 2nd important function of the business)根据外部环境评估，组织需要追求什么样的商业和创新机会？（创新是企业第二个重要的职能）What“Risks or Threats”should the organization be aware of and attempt to minimize?组织需要预防什么样的“风险或威胁”并把它降到最小？242021/3/8Essential Elements of the procEssential Elements of the process of Drukers strategic Thinking Approach德鲁克战略思维过程要点14-9Second Pillar-Internal Assessment(Core Competencies&Capabilities)第二个支柱-内部评估（核心竞争力和能力）Do we have the resources(capabilities)to complete?我们是否有资源（能力）进行竞争？What other resources are needed to compete?还需要什么样的资源？什么时候需要？What weaknesses do we have in Strategic Competitive Capabilities(SCCs)that we need to address?我们在战略竞争能力（SCCs）方面有什么弱项/缺陷需要解决？What strengths(core competencies)do we have that we should take advantage of?我们有什么样的强项（核心能力）可以利用？252021/3/8Essential Elements of the procEssential Elements of the process of Drukers strategic Thinking Approach德鲁克战略思维过程要点14-10Establishment of Long-Term Objectives(3-5years)确立长期目标（3-5年）What Long-Term Objectives need to be established now in order to achieve Vision?为实现我们的愿景需要在现在确立哪些长期目标？262021/3/8Essential Elements of the procEssential Elements of the process of Drukers strategic Thinking Approach德鲁克战略思维过程要点14-11Strategic Alternatives&Decision 战略选择和决策What is the best competitive that will allow us to accomplish our objectives and achieve our Vision?实现目标和愿景的最佳竞争策略是什么？What are the competitive strategies to consider?可以考虑的竞争战略有哪些？272021/3/8Essential Elements of the procEssential Elements of the process of Drukers strategic Thinking Approach德鲁克战略思维过程要点14-12Strategic Plan 战略规划How are we going to document how we will get there(the strategic Plan)?我们准备如何达到目标（战略规划）？What resources will we need,how will they be organized,etc.?我们需要什么样的资源，如何配置这些资源，等等？Who should do this?由谁来执行？The plan provides direction to everyone in the organization-what are its other applications?“规划”向组织的每一个人指出了方向。此外，规划还有什么用处？282021/3/8Essential Elements of the procEssential Elements of the process of Drukers strategic Thinking Approach德鲁克战略思维过程要点14-13Implementation of the Plan and Leading Change 规划的执行与领导变革What changes may be necessary in the organization?组织内需要什么样的变革？Who will,plan,lead,and implement organizational change?由谁来规划、领导和实施组织的变革？A Plan that is not implemented is only a good intention.不去实施的计划只是一种良好的愿望而已。Peter F Drucker 彼德 德鲁克292021/3/8Essential Elements of the procEssential Elements of the process of Drukers strategic Thinking Approach德鲁克战略思维过程要点14-14Evaluation,Assessment&Modifications 评价、评估和修订Are we achieving our objectives or are there Performance Gaps?我们是否在实现我们的目标？是否存在绩效差异？Are we receiving the“right”information“when we need it”for decision making?当我们做决策“需要信息的时候”，我们是否得到了“正确的”信息？This needs to be an on-going“Process”.这是一个需要持续进行的“过程”。302021/3/8Essential Elements of the procResponsibility for the ProcessWho should do this?制定战略过程的责任谁来负责？Senior Executives should be responsible for performing the strategic management process.高层管理者应该对战略管理的过程负责。Involve Subsidiary Business Unit Mangers,Functional Area,and Operating Managers in the Process.请附属的业务部门、职能部门以及运营部门的经理参与。Involve“Cross Functional Teams”in the Process.请“跨职能团队”参与。312021/3/8Responsibility for the ProcessDiscussion-What is the role of planners?讨论-规划者的作用Group Discussion 小组讨论1.Discuss why planners(Planning Functions)should or should not develop the organizations Strategic Plan?是否应该由规划者（规划部门）制定组织的战略计划？为什么？2.What role should Planning Functions perform?规划部门应该起什么作用？322021/3/8Discussion-What is the role ofThe role of Planners-What Planners should&should not do.规划者的作用-规划者应该做与不应该做的事情Research and gather information for decision making.调研并收集决策需要的信息Conduct studies of industry and competitive conditions(External Assessment,industry Assessment,etc.)研究行业以及竞争条件（外部评估，行业评估等等）Explore Innovative Opportunities and Strategic Issues to be addressed by senior manager.探索创新机会以及高层管理者需要考虑的战略问题Provide support in revising strategic plans based on new external and internal assessments and changes.重新评估外部和内部的变化，为修订战略规划提供支持Develop strategy performance assessments and establish annual review process.确立执行战略的评估机制，建立年度审查程序332021/3/8The role of Planners-What PlWhy Planners should not be strategy makers 规划者为什么不能制定战略Managers may have no commitment to the strategy.经理们可能对战略没有承诺Managers will not claim responsibility or accountability for poor resultsnot their plan.经理们可以不对结果负责-这不是他们的计划。Managers will defer difficult decisions to the planners.经理们可以在难以决定的问题上与规划者持不同意见。Planners typically know less about the companys situation compared to line management.对公司的情况，规划者往往比第一线的管理者知道得少。Strategic planning may be viewed as an unproductive,“bureaucratic”process.战略规划可能被看作是不具有生产力的、“官僚式的”过程。342021/3/8Why Planners should not be strStrategic Planning Pitfalls To Avoid 战略规划应该避免的问题3-11.Senior managements assumptions that it can delegate the planning function to a planner.高层管理者以为他们可以把规划的职责授权给规划者。2.Senior management becomes so engrossed in current problems that it spends insufficient time on long-range planning.市场管理者埋头于当前事务，以致在长远计划上很少花时间。3.The planning process therefore becomes discredited among other managers and staff.其他管理者和员工对做规划不重视。4.Are they worrying about the height of the waves,or the direction of the tide?他们是关注浪头的高低还是关心潮水的流向？352021/3/8Strategic Planning Pitfalls ToStrategic Planning Pitfalls To Avoid 战略规划应该避免的问题3-25.Failure to develop company goals(vision)suitable as a basis for formulating long-term plans.没有确立公司合适的目标（愿景），并在此基础上确定长远计划。6.Failure to assume the necessary involvement in the planning process of line management.不知道让基层管理者参与规划的必要性。7.Failure to use plans as standards for measuring managerial performance.没有把规划作为衡量管理绩效的标准8.Failure to create a climate in the company that is congenial and not resistant to planning.在公司里没有创造出一种支持规划而不是抵触规划的气氛362021/3/8Strategic Planning Pitfalls ToStrategic Planning Pitfalls To Avoid 战略规划应该避免的问题3-39.Assuming that corporate comprehensive planning is something separate from the entire management process.认为公司的全面规划与整个管理过程毫不相干10.Injecting so much formality into the system that it lacks flexibility,looseness,and simplicity,and restrains creativity.太多的清规戒律，导致缺乏灵活性，缺少宽松的环境以及过于复杂的程序，扼杀了创造性11.Failure of top management to review with departmental and division heads the long-range plans that they have developed(communicating the Vision).高层管理者没有就他们制定出来的长远计划与部门领导协商（沟通愿景）12.Senior managements consistently rejecting the formal planning mechanism by making intuitive decisions that conflict with formal plans(information for decision making)高层管理者不愿使用正规的决策机制，而经常凭直觉决策（与真正的决策相悖，参见决策信息）372021/3/8Strategic Planning Pitfalls ToGroup Discussion 小组讨论1.Meet in small groups.分成小组2.Select one of the representative companies in the group and describe its Strategic Management Process(good or poor).在小组内选择一个有代表性的公司，并讨论其战略管理过程（不论好或坏）3.Does it include all the steps covered in this Unit or are some omitted?这个过程是否包括了本单元讲到的各个步骤，是否省略了某些步骤？4.What“Pitfalls”exist in the strategic planning process?在战略规划过程中存在什么样的“缺陷”？5.Select someone from the group to present your findings in a brief 3 minute report.从小组中选 出一名代表进行3分钟的发言382021/3/8Group Discussion 小组讨论Meet in sDruckers Key Questions&Issues 德鲁克的关键问题与议题1.Record what you feel were some of the key questions or key question asked in this Unit or and issues that you want to refer to when you return to your organization.记录你认为当你回到 自己的组织后需要参考的本单元或一个议题中提到的一个或多个关键问题。1.Recore your questions and issues on the“My Record”contained on the following page.在下页“我的记录”中记录你的问题和议题392021/3/8Druckers Key Questions&Issu战略思考德鲁克的关键问题-重要议题“我的记录”指导：1.作为个人参考以及初步行动的记录，你觉得德鲁克二十在本单元内提到了哪些关键问题，以及你觉得哪些问题非常重要？请记录在正面。2.哪些问题与你所在的企业有直接关联，并且当你回到公司时打算着手处理或者引起大家对这些问题的共同关注？德德鲁克提的关克提的关键问题关关键议题初步行动计划：请简单评论对于上述已经识别的关键问题，你打算做出哪些行动？你个人打算做什么？你还打算通知、并要求哪些人参与到对这些问题的处理中来？答：。402021/3/8战略思考德鲁克的关键问题-重要议题“我的记录”指导Unit 2 第二单元The Theory of the Business 事业理论Every organization operates on a Theory of the Business.每一个组织都在按照一定的事业理论运作。Key Questions 关键问题：1.What is“Theory of the Business”?什么是事业理论？2.What are the“Three pillars of Assumptions”that comprise the“Theory of the Business”?事业理论的三个支柱假设是什么？3.What are the specifications of a valid Theory of the Business?一个有效的事业理论有什么要求？4.What are Druckers views on testing the organizations“Theory of the Business”?德鲁克认为应该如何检测组织的“事业理论”？412021/3/8Unit 2 第二单元The Theory of the What is the Theory of the Business?什么是事业理论？1.The“assumptions”on which the organization has been built and is being run.关于组织的建立并赖以生存的“假设”。2.Assumptions that shape the organizations behavior.关于塑造组织行为的假设。3.Assumptions that dictate its decisions on what to do and what not to do.关于决定做什么和不做什么的假设。4.Assumption that defines what the organization considers to be meaningful results and what they are paid for.关于界定组织认为什么是有意义的结果以及人们为什么付钱给你组织的假设。422021/3/8What is the Theory of the BusiThree Pillars of Assumptions 三个支柱假设1.Environment-Assumptions about the environment why the organization gets paid.环境-关于环境的假设：人们为什么付钱给你的组织。2.Mission-Assumptions about the mission-what the organization considers to be results.使命-关于使命：组织认为的结果是什么。3.Core Competencies-Assumptions about core competencies what is needed to accomplish the Mission.核心竞争力-关于核心竞争力的假设：为完成使命需要什么。432021/3/8Three Pillars of Assumptions Specifications of a valid Theory 有效理论的要求1.Three“pillars of Assumptions”must fit reality.三个支柱假设必须和事实相符。2.Three“pillars of Assumptions”must fit one another.三个支柱假设必须相互匹配。3.The”Theory of the Business”must be known understood throughout the organization.组织上下都必须知道和理解“事业理论”。4.The”Theory of the Business”has to be tested constantly.必须经常检测“事业理论”。442021/3/8Specifications of a valid TheoPreventative Care预防性措施Testing the Theory of the Business检测事业理论1.abandonment 放弃2.Study Non-Customers 研究非客户452021/3/8Preventative Care预防性措施Testing Early Diagnosis 早期诊断Is our Theory of the Business becoming obsolete?我们的事业理论是否已经过时？Warning Sighs:警示征兆：1.Attaining original objectives.达到了原定目标2.Rapid Growth.成长迅速3.Unexpected successes-own or competitors.意外的成功自己的或是竞争对手的1.Unexpected failures-own or competitors.意外的失败自己的或是竞争对手的462021/3/8Early Diagnosis 早期诊断Is our TheThe Cure 治疗The role of CEO CEO的角色1.Accept that a theorys obsolescence is a degenerative and life-threatening disease.要认识到过时的理论是一种恶性的且威胁生命的疾病。2.Take decisive action-a degenerative disease will not be cured by procrastination.采取果断行动恶性疾病是无法用拖延来治愈的。472021/3/8The Cure 治疗The role of CEO Assumptions about the Market 关于市场的假设“Going outside”-Voice of Customer走出去-来自客户的呼声1.Stop saying“we know”,and instead say,”lets ask”.不要说“我们知道”，而要说“让我们问一问”。2.What do we assume about the market?我们对市场的假设是什么？3.What is the market really like?市场的实际情况如何？4.Is the market still what we think it is?市场还是我们认为的那样吗？5.Who is our customer?我们的客户是谁？6.Who is our distribution channel?谁是我们的分销渠道？7.What do they pay for?他们为什么付钱？Non-customers非客户：1.Why dont they buy from us?他们为什么不买我们的产品2.What are they willing to pay for?他们愿意买什么？3.What is value to them?他们认知的价值是什么？482021/3/8Assumptions about the Market Assumptions about core competencies关于核心竞争力的假设1.What are we good at?我们擅长什么？2.What are the abilities or knowledge we depend on,in order to conquer and maintain our leadership in the market?我们要在市场上获得并保持领先地位，我们所依靠的能力或知识是什么？3.What things we know how to do better than our competition and with less effort?哪些地方我们比竞争对手做得好，而付出却比他们少？4.In what important areas are we really excellent,and in what areas to we need to improve?哪些地方我们做得非常出色，哪些地方我们应该做出改进？492021/3/8Assumptions about core competeDrucker on“Re-Engineering”德鲁克论“再造”1.Re-engineering does not mean fewer people.再造并不意味着裁员。2.Re-engineer very often by not downsizing,but by changing,by moving people to where the work really is.再造经常不是缩小规模，而是变革，把人员放到真正需要的地方。3.Re-engineer by not doing things you dont have to do-outsource or purchase instead of making.再造不是去做不需要自己做的事情，而是外包；或者是去外购而不是自己制造。4.Reorganize according to flow of work.根据工作流程重构组织。502021/3/8Drucker on“Re-Engineering”德鲁Assumptions about Mission关于使命的假设1.Mission must be updated constantly.必须经常审视使命1.Mission must be converted into operative objectives that concentrate people on the important results.使命必须转化为可执行的具体目标，使大家专注于重要的结果Key Questions关键问题：1.What is our Mission?我们的使命是什么？2.What should it have to be?我们的使命应该是什么？3.What results are we trying to achieve?我们要取得什么样的结果？4.How are we going to measure them,or at least value them?我们应该如何衡量结果，至少说应该如何评价结果？512021/3/8Assumptions about Mission关于使命Management by Objectives 目标管理1.What is our objectives?我们的目标是什么？2.What do we get paid for?人们为什么付钱给我们？3.What do we aim for?我们走向何处？4.What are results in this business?这个业务的结果是什么？522021/3/8Management by Objectives 目标管理WEmpowerment 授权1.According to Drucker,“Taking power from the top and putting it at the bottom really does not change anything.”根据德鲁克的观点，“把权利从高层放到下层并没有改变任何东西”。2.Drucker does not like the term empowerment because:”Power without responsibility is brute force.”德鲁克不喜欢授权的说法，因为“不负责任的权力是暴力。”3.What are results?什么是结果？4.What am I paid for?我为什么得到薪水？532021/3/8Empowerment 授权According to DruYears ahead will be years of rapid change:今后的年代将是巨变的年代1.Technologies技术2.Markets,segmentation of markets市场，细分市场3.Values of consumer and consumer behavior客户的价值取向和消费行为4.Finances,geographical and political realities金融、地域和政治现实5.Economics&trade policies经济和贸易政策6.No current working Business Theory will be valid with 10 years现在正在使用的事业理论十年后都将不适用7.To restructure a company requires fundamental changes in the assumptions which the business is being run.重组一个公司，需要对现行的假设作彻底的修改8.It requires a different company-almost every large organization will have to rethink its Business Theory.重组需要的是一个全新的公司