惠普战略规划与评审

Click to edit Master title style. Headlines can have two lines,click to edit master text styles,second level,third level,fourth level,fifth level,惠普的战略规划与评审,hp confidential,DW20 (3/2000,),惠普的计划理念,PLAN IS NOTHING；PLANNING IS EVERYTHING。,PLAN IS,PAPER,PLAN,与,PLANNING,的区别,PLANNING IS,PROCESS,Annual Plan,惠普的计划流程 ,TEN STEP PLANNING,THE TEN-STEPS,Step 1:,STATEMENT OF PURPOSE,Step 2:,FIVE YEAR OBJECTIVES,Step 3:,CUSTOMERS AND CHANNELS,Step 4:,COMPETITION,Step 5:,IDEAL SOLUTION AND STRATEGY,Step 6:,IMPLEMENTATION,Step 7:,FINANCIAL ANALYSIS,Step 8,:,EXTERNAL ASSUMPTIONS,Step 9:,INTERNAL INTERDEPENDENCIES,Step 10,:,FIRST YEAR PLAN,TEN-STEP PLANNING,的战略性逻辑,External,Internal,Strategic,Operations,Understanding the opportunities,Step 3: Customers & channels,Step 4: Competition,Step 5: Ideal solution & strategy,Building focus,Step 1: Statement of purpose,Step 2: Five-year objectives,Step 8: External risks & assumptions,Step 9: Internal interdependencies,Making decisions,Step 6: Plan for implementation,Step 7: Financial analysis,Implementation,Step 10: First-year plan,Validation & monitoring,Planning to plan,An outside-in approach,TEN-STEP,运用结果示例,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,LOGIC IS NOT NECESSARILY PURSUASIVE,逻辑是不容挑战的,惠普的战略管理评审方法,QUALITY MATURITY SYSTEM（QMS）,1.0,Topics,Knowledge Areas,1.0,Strategic Direction,STRATEGIC DIRECTION,PLANNING,3.1,Planning System,3.2 Including Customer Needs,3.3 Alignment,3.0,2.0,6.1,Actions of Leaders,6.2 Decision Making,6.3 Leading Change,LEADERSHIP,6.0,5.0,Strategic Development of People,DEVELOPMENT OF PEOPLE,5.0,2.1,End Customer Identification,2.2 Value Delivery System,2.3 Other Customers of the System,2.4 Creating Passion for Customers,2.5 Understanding Competition,CUSTOMERS & BUSINESS ENVIRONMENT,2.0,EXECUTING THE PLANS,4.1,Cross Organizational Processes, Organization Design,4.2 Process Management & Improvement,4.3 Plan Deployment & Review,4.4 Managing Relationships,4.5 Performance Measurement,4.0,QMS,的实施流程,Basic,Leading,Competitive,Narrative,Resources,How To Get Started,Templates,Basic,Leading,Competitive,Narrative,Resources,How To Get Started,Templates,Review the QMS topics,How effectively is your entity performing in each of the QMS areas?,Focus on a specific business and understand the business situation,Determine importance of each QMS topic to business success in the segment,Position entity performance -,Basic.Competitive.Leading,Results/Approach/Deployment,Go do it !,Discover other existing or possible approaches,P o s i t i o n,I,M,P,O,R,T,P o s i t i o n,I,M,P,O,R,T,P o s i t i o n,I,M,P,O,R,T,Decide what actions youll take to guarantee future business success,QMS,的实施流程实例,QMS,评审结果实例,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,惠普的核心能力识别方法 ,CIW（PROBING EXERCISE）,Formulation,of Strategic Plan,Identification of,Needed Organizational,Capabilities,Determination of,Specific Leadership,Qualities,Needed,Determination of,Specific Leadership,Quantities,Needed,Proactive Talent,Pipeline,Management,Individual,Development,Planning,Use of Competency,Models as Change,Agents,Successful Execution,of Strategic Plan,Beginning with corporate,strategic plan.,company 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,Expectations,Objective #2: Tying,Competencies to,Performance Management,Objective: Identifying,Future Competencies,Objective: Build-Back,Planning,惠普的组织战略方法论 基于公司战略的组织开发,竞争地位矩阵图,关键,很重要,重要,Strategic Direction,End Customer Identification,Value Delivery System,Other Customers of the System,Creating Passion for Customers,Understanding Competition,1,2.1,2.2,2.3,2.4,2.5,业务单位竞争地位,Planning System,Including Customer needs,Alignment,3.1,3.2,3.3,Cross Org. Processes & Org. design,Process Management & Improvement,Plan Deployment, Communication & Review,Managing Relationships,Performance Measurement,4.1,4.2,4.3,4.4,4.5,Strategic Development of People,Actions of Leaders,Decision Making,Leading Change,5,6.1,6.2,6.3,Page,14,of 19,对业务单位的,相对重要性,有竞争力,“门槛”,领先,良好态势,持续改善以保持领先,重要问题,应改进以求最好结果,关键问题,应投资以求迅速改变,“,曲高和寡”,维持或减少投资,1,6.1,2.5,2.1,3.1,3.2,4.1,2.2,3.3,6.2,4.3,6.3,5,4.5,2.3,4.4,2.4,4.2,QMS,评审结果示例,