22 惠普战略规划与评审
- 1. 惠普的战略规划与评审 hp confidentialDW20 (3/2000)
- 2. 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
- 3. 惠普的计划流程 – TEN STEP PLANNINGTHE TEN-STEPSStep 1:STATEMENT OF PURPOSE Step 2: FIVE YEAR OBJECTIVESStep 3: CUSTOMERS AND CHANNELSStep 4: COMPETITION Step 5: IDEAL SOLUTION AND STRATEGY Step 6: IMPLEMENTATIONStep 7: FINANCIAL ANALYSIS Step 8: EXTERNAL ASSUMPTIONSStep 9: INTERNAL INTERDEPENDENCIES Step 10: FIRST YEAR PLAN
- 4. TEN-STEP PLANNING的战略性逻辑ExternalInternalStrategicOperationsUnderstanding the opportunitiesStep 3: Customers & channels Step 4: Competition Step 5: Ideal solution & strategyBuilding focusStep 1: Statement of purpose Step 2: Five-year objectivesStep 8: External risks & assumptionsStep 9: Internal interdependenciesMaking decisionsStep 6: Plan for implementation Step 7: Financial analysisImplementationStep 10: First-year planValidation & monitoringPlanning to planAn outside-in approach
- 5. 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）
- 6. 惠普的战略管理评审理念LOGIC IS NOT NECESSARILY PURSUASIVE 逻辑是不容挑战的
- 7. 惠普的战略管理评审方法 – QUALITY MATURITY SYSTEM（QMS）1.0TopicsKnowledge Areas1.0 Strategic DirectionSTRATEGIC DIRECTIONPLANNING3.1 Planning System 3.2 Including Customer Needs 3.3 Alignment3.02.06.1 Actions of Leaders 6.2 Decision Making 6.3 Leading ChangeLEADERSHIP6.05.0 Strategic Development of PeopleDEVELOPMENT OF PEOPLE5.02.1 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 ENVIRONMENT2.0EXECUTING THE PLANS4.1 Cross Organizational Processes, Organization Design 4.2 Process Management & Improvement 4.3 Plan Deployment & Review 4.4 Managing Relationships 4.5 Performance Measurement4.0
- 8. QMS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 on a specific business and understand the business situationDetermine importance of each QMS topic to business success in the segmentPosition entity performance - Basic...Competitive...Leading Results/Approach/DeploymentGo do it ! Discover other existing or possible approachesP o s i t i o nI M P O R TP o s i t i o nI M P O R TP o s i t i o nI M P O R TDecide what actions you'll take to guarantee future business success
- 9. QMS的实施流程实例
- 10. QMS评审结果实例
- 11. 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
- 12. 惠普的核心能力识别方法 – CIW （PROBING EXERCISE）
- 13. Formulation of Strategic PlanIdentification of Needed Organizational Capabilities Determination of Specific Leadership Qualities Needed Determination of Specific Leadership Quantities Needed Proactive Talent Pipeline Management Individual Development PlanningUse 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 ManagementObjective: Identifying Future CompetenciesObjective: Build-Back Planning惠普的组织战略方法论 – 基于公司战略的组织开发
- 14. 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 Competition12.12.22.32.42.5业务单位竞争地位Planning System Including Customer needs Alignment3.13.23.3Cross Org. Processes & Org. design Process Management & Improvement Plan Deployment, Communication & Review Managing Relationships Performance Measurement4.14.24.34.44.5Strategic Development of People Actions of Leaders Decision Making Leading Change56.16.26.3Page * 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16.12.52.13.13.24.12.23.36.24.36.354.52.34.42.44.2QMS评审结果示例
