企业战略管理6

Strategies in Action,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,2001 Prentice Hall,Ch.6-,*,U51050 Strategic Management,U51050,战略管理,Module 6:,第六,6,章：,Generating,Evaluating and Selecting Strategies,制定、评价和选择战略,1,Comprehensive Strategic Management Model,综合战略管理模型,Vision,&,Mission,Statements,制定愿景和,使命陈述,Chapter 2,External,Audit,外局部析,Chapter 3,Internal,Audit,内局部析,Chapter 4,Long Term,Objectives,长期目标,Chapter 5,Generate,Evaluate,Select,Strategies,制定,评价和,选择战略,Chapter 6,Implement,Strategies:,Mgmt Issues,战略实施:,管理问题,Chapter 7,Measure&,Evaluate,Performance,度量和评价绩效,Chapter 9,Implement,Strategies:,Marketing,Fin/Acct,R&D,CIS,战略实施:营销,财务/会计,研发,和计算机信息,系统问题,Chapter 8,2,Strategy Analysis&Choice,战略分析和选择,“If business is not based on ethical grounds,it is of no benefit to society and will,like all other unethical combinations,pass into oblivion.,“如果公司不是以道德为根底,那么它就不会给社会带来任何益处,并且会像其它不道德的联合体一样,最终会消失.,Max Killan,3,Strategy Analysis&Choice,战略分析和选择,“Planners should not plan,but serve as facilitators,catalysts,enquirers,educators,and synthesizers to guide the planning process effectively.,“方案制定者不应该方案,而应该担当一个推动者,催化剂,询问者,教育者和总结者来引导方案过程高效地进行.,Hax and Majluf,4,Strategy Analysis,战略分析,Strategic Analysis:战略分析:,Making subjective decisions based on objective information!,在客观的信息的根底上作主观的决策!,Creative,ethical and rational!,有创造性,有道德,并且具有理性!,Need participative,broadly based,open system approaches.,需要运用具有参与性的,有广泛根底的,有开放的系统的方法.,Many methods or approaches exist,avoid narrow and static responses eg limited matrix technologies,有许多方法可以运用,要防止出现狭隘的或静态的反响,例如,有局限性的矩阵技术,5,What is an effective Strategy?,什么是有效的战略?,Do effective strategies have common characteristics?Are there fundamental or guiding principles?,有效的战略是否具备共同的特征?是否有一些根本的或指导性的原那么?,Combine internal analysis with knowledge of external environment,把内局部析和外部环境的知识结合到一起,Ethics is good business 道德就是一家好的公司所应具备的,Stakeholder buy-in利益相关者能够接受,Anything else?除此之外还有什么?,6,Strategy Analysis&Choice,战略分析和选择,Generating&Selecting Strategies,制定和选择战略,Involve a broad mix of employees and stakeholders/vertical slice approach,有大量的处于不同层次的员工以及利益相关者的参与/纵向分割法,“Get the whole business in the room,“把整个公司都放进一个房间,Representation from each department/function/key target groups;customers;community interests,来自每个部门/职能部门/关键使命组的代表;客户;社区中表示关注人士,Opportunity to gain shared understanding of direction,获得共享对(开展)方向的理解的时机,Vehicle to develop broader commitment to organizational objectives and partnerships,为组织目标和合作关系开展更大程度的投入的工具,7,Exercise 1,练习1,Brain storm the fundamentals/guiding principles for successful strategy development.,头脑风暴法是制定成功的战略的根本的/指导性的原那么.,Based on experience and study,what do you include.Why?Share with your group,基于过去的经验和所学习的内容,你能得出什么结论.为什么?和你的小组成员分享你的想法.,Form a composite class list,全班共同罗列出一份清单,8,Strategy Analysis&Choice,战略分析和选择,Strategic Analysis and Choice process:,战略分析和选择过程:,Generate feasible alternatives,制定可行的备选方案,Evaluate alternatives,对备选方案进行评价,Select specific course of action,选择具体的行动过程,9,Strategy Analysis&Choice,战略分析和选择,Roles and responsibilities of Board and senior management in strategy development and oversight,董事会和高级管理层的角色和责任是战略制定和监控,Helicopter view or hands-on?,高瞻远瞩还是事必躬亲?,Accountability?,责任?,Implementation oversight,对实施的监控,Currently No.1 Western business challenge!,当前西方龙头公司所面临的挑战!,10,Exercise 2,练习2,What are the roles&responsibilities of Directors in your organisation?Are they sufficiently accountable?,你的组织中的高级管理人员的角色和责任是什么?他们是否完全可以信赖?,Share your experience with your group,and major learnings with the class,和你的小组成员分享你的经验,并和全班一起分享你主要的学习心得,11,Understanding stakeholder theory:Business and its communities,Community,Site community,Customers,Impact communities,Cyber communities,Communities of interest,Communities of practice,Employee community,Stakeholder Interest,Geographic location of a companys operations,offices,or assets,Value chains and end users;immediate neighbors,others?,Affected by externalities from facility(e.g.,pollution,traffic),All parties that use the Internet to learn about the company,Stakeholders that have a real interest in the company,Those who engage in similar activities,or practices(IT experts;ethics officers;community experts),Those who work or live near facility,12,理解利益相关者理论:公司及其相关的社区团体,社区团体,(,公司所处的)社区,客户,影响团体,计算机社区,利益/兴趣团体,实践团体,员工团体,利益相关者的兴趣/利益,一家公司的运营部门,办公室或资产所在的地理位置,价值链和终端用户;紧邻,其他的?,受到来自设施的外在影响(例如,污染,交通),所有运用计算机来了解该公司的各方人员,对该公司有实际兴趣/在该公司有实际利益的利益相关者,那些参与相似活动或实践的人(信息技术专家、道德官员、社区专家,),那些工作或生活与公司联系非常密切的人,13,Strategy Analysis&Choice,战略分析和选择,Generating&Selecting Strategies,制定和选择战略,Develop set of possible/desirable strategies,制定一系列的可能的/理想的战略,Determine for each:,确定每个战略的:,Advantages/Disadvantages,优势和弱点,Risk profile,风险情况描述,Possible use of technologies,运用技术的可能性,14,Strategy Analysis&Choice,战略分析和选择,Generating&Selecting Strategies,制定和选择战略,Evaluate each alternative against criteria formed from vision,mission and long term objectives,运用愿景,使命和长期目标所确定的标准来评价每个备选方案,Internal and external audit information,内部和外部的分析信息,Vision and mission statement as starting point,以愿景和使命陈述作为起点,List and anal