战略培训教材[1]

战略部署培训教材Strategy Deployment Aligning theOrganizationAgenda●Review Strategy Deployment philosophy●Review Strategy Deployment process details●Review Donaldson Strategy Deployment“X”charts●Determine2nd level Annual Improvement Priority●Determine Targets to Improve for the2nd level AIPs●Determine resources●Management Review and KPI discussion●Develop Action Plans for as many as AIPs as possible ●Bowling Chart and countermeasures●Establish action items,completion dates,responsibilityStart and stop on time,breaks etc.Everyone is equal,no rank in the room Be open and honestGround Rules &LogisticsCell phones turned off or to quiet mode One conversation at a timeLet’s agree to end point for day one.Let’s have Some Fun!What is the StrategyDeployment Process?In Theory–A systematic approach to management of change in critical business processes leading to sustainable breakthrough performanceIn Practice–The most effective leadership and management tool,IF,you want to make the absolute best use of your time,money and resources.Hire an architect?When building a house which would you do firstStrategic PlanHire a general contractor?Hire a painter?Strategy DeploymentValue Stream Mapping &KaizenWhat is Strategy Deployment?One year plan reflecting the3-5year strategic goalson the Critical Few,Customer Focused FocusesBreakthrough Objectives that are required for a company's long term successLinks major objectives with specific resources and support plans throughout the organization Deploys Strategy to“Point of Impact”Execution of the Strategies Strategic PlanMission3-5Year ViewProduct/Market Focus-Voice of the CustomerAdvantage CompetitiveObjectives/Strategies/Action PlansStrategy vs.Daily ManagementDAILY MANAGEMENTMaintain What We Have Operating UnitResponsibility–SQDC KPI’s Minimum Management AttentionCONTINUOUS IMPROVEMENTImprove What We Have Selected Management AttentionFunctional/Department ResponsibilityStrategic Deployment PlanBreakthroughsDeployed Throughout the OrganizationHigh Measurement FocusStrategic Deployment Implementation“Critical Few”ProcessesAction Plan at Point of Impact Bowling ChartsDefinition of Daily ManagementRoutine,day to day activitiesLimited cross-functional interfaceStandard is usually in placeImprovements characterized as bunts&singles Progress monitored through Key Performance Indicators(KPI)measures Daily Management Systems are aprerequisite to Strategy DeploymentManaging the ConnectionStrategic PlanMission3-5Year ViewProduct/Market Focus-Voice of the Customer Advantage Competitive Objectives/Strategies/Action PlansDaily ManagementMaintain What We HaveOperating Unit Responsibility–SQDC KPI’sMinimum ManagementAttentionBUDGETING PROCESSFinancial Expression of1Year Operational PlanOperating IncomeWorking CapitalImprovementEVA ImprovementMONTHLY OPERATIONS REVIEWException ReportingForward Focus on PotentialProblems&OpportunitiesQuick Response CountermeasuresStrategic Deployment Plan ?BreakthroughsDeployed Throughoutthe OrganizationHigh Measurement Focus Strategic Deployment Implementation “Critical Few”Processes Action Plan at Point of Impact Bowling Charts CONTINUOUS IMPROVEMENT ?Improve What We Have ?Functional/Department Responsibility ? Selected Management AttentionWe Need a Balanced FocusFocus on Strategic Breakthrough Priorities AND Commitment to Delivering Annual Business PlanDaily Management…Strategic….Lead Implementation of Process Based Solution AND Manage Necessary Current Business ProcessesMeasure&Action Aggressive Targets to Improve AND Measure&Action KPI’s& Balanced ScorecardDeliver Value for Customers AND Deliver Value forShareholders“AND”=High Performance CultureStrategy Deployment Process1.Identify Breakthrough Objectives6.Monthly Review ProcessHow is Strategy Deployment Different?●MBO typically focuses on individual short term departmental objectives/results.●Strategy Deployment requires af ocused ,d ata driven,process centered solution.●Strategy Deployment uses metrics to monitor effectiveness of actions.●Strategy Deployment starts with the 3-5year Strategic Plan.Why Use Strategy Deployment?●Focus on voice of the customer●Improve Growth,Quality,Delivery and Cost●Facilitates multi-functional team work andcommon goals for all associates.●Drives organization to achieve sustainable“Breakthrough”levels of improvement●Provides common format to assess andmanage businesses across an organization“Fire Fighting”to“Daily Management”to“Breakthrough”!Why Use Strategy Deployment?To clarify vision and align &focus resources throughout the organizationS&MF&AENGVSOPSHRStep2:HOW FAR…Step4:5Steps SDP Thought ProcessStep3:HOW?Which KeyProcesses?Step1:WHAT?BreakthroughThinkingStrategy Deployment ProcessCompany Name >Top Level X matrixTop The “X ”MatrixStep 1432Improvement Priority #1Improvement Priority #5Improvement Priority #4Improvement Priority #3Improvement Priority #2Improvement Priority #6Step 3:HOW?Which Key Processes?Step 5:Who?Leader &assistance?O Primary ResponsibilitySecondary ResponsibilityResources3-5Year Breakthrough ObjectivesAnnual Objectives Target to ImproveLevel Improvement Priorities4:How Much?What key driver processes are we going to modify or implement to meet our 1st Year Annual Objectives? Objective #1A n n u a l O b j e c t i v e #A n n u a l O b j e c t i v e #A n n u a l O b j e c t i v e #A n n u a l O b j e c t i v e#Objective #2Objective #3Step 2:HOWFAR?This year?Step 1:WHAT?Breakthrough ThinkingWHAT:Establish3Yr Breakthrough Objectives1.Start with Strategic PlanComplete Strategic Plan Summary Form2.Identify Key Breakthrough Objectives5.Implement Annual Objectives。

01ITIL概述与基本原理ChapterITIL起源及发展历程ITIL的起源ITIL的发展历程ITIL核心思想与价值观ITIL的核心思想ITIL的价值观强调服务价值、注重流程优化、提倡持续改进、倡导团队协作。

ITIL框架结构及组件关系ITIL的框架结构ITIL组件关系提高IT 服务质量降低IT 成本提升企业竞争力030201适用于企业组织意义02服务战略制定与实施Chapter1 2 3确定组织的核心业务需求和目标分析业务需求对IT服务的要求设定服务战略目标明确业务需求及目标设定分析当前服务能力及差距评估现有服务能力通过对现有IT服务设施、人员、流程和技术等方面的评估，了解当前服务能力的实际情况。

识别服务能力差距将现有服务能力与业务需求进行比较，识别出存在的差距和不足，如服务响应速度慢、故障恢复能力不足等。

分析差距原因深入分析服务能力差距的原因，如资源投入不足、流程不合理、技术落后等，为制定针对性的改进措施提供依据。

制定服务战略规划和路线图制定服务战略规划设计服务改进路线图确定关键成功因素实施过程中关键成功因素确保领导层的支持和参与建立跨部门的协作机制关注员工培训和技能提升持续优化和改进服务流程03服务设计方法与技巧Chapter01020304服务设计应始终围绕用户需求，确保服务易用、可靠且满足期望。

以用户为中心保持服务内部及跨服务间的一致性，降低用户学习成本，提高满意度。

一致性设计应适应不断变化的环境和需求，以便快速响应并满足新的要求。

灵活性从长期角度考虑服务设计，确保其对环境、社会和经济的影响最小化。

可持续性设计原则和方法论介绍流程、角色和职责划分流程角色职责关键性能指标（KPI）设定可用性响应时间故障率用户满意度01020304反馈循环技术创新数据分析培训和支持持续改进和优化策略04服务转换过程管理实践Chapter转换计划制定和资源准备确定服务转换的目标和范围制定详细的转换计划准备所需的资源发布管理流程建立发布管理流程，包括发布计划制定、发布前准备、发布实施和发布后验证等环节，确保服务的顺利发布和部署。