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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。
战略规划实训教案一、引言战略规划是企业成功的关键因素之一。
无论是初创企业还是已经发展壮大的企业，都需要制定并实施有效的战略规划，以确保企业能够在竞争激烈的市场环境中取得持续的竞争优势。
为了帮助学生理解战略规划的重要性，并提供实践机会，本教案将介绍一种战略规划实训教学方法。
二、目标1.了解战略规划的基本概念和原则。
2.学习如何制定战略规划，包括确定目标、分析竞争环境、制定战略选项、评估风险等。
3.通过实践项目，将理论知识应用于实际情况中。
4.培养学生的团队合作、沟通和分析问题的能力。
三、教学内容1.战略规划的基本概念和原则-战略规划的定义和作用-战略规划的重要性和优势 -战略规划的基本原则2.制定战略规划的步骤-确定目标和愿景-分析竞争环境-评估组织资源和能力-制定战略选项-评估风险和回报-制定实施计划3.案例分析-选择实际企业案例进行分析 -根据实际情况制定战略规划四、教学方法1.讲座和小组讨论通过讲座介绍战略规划的基本概念和原则，并通过小组讨论来讨论如何应用这些概念和原则。
2.案例分析选择实际企业案例进行分析，并让学生团队合作，制定战略规划。
3.实际项目实践组织学生团队选择一个行业或企业进行研究，并制定战略规划。
学生团队需要分析竞争环境、评估组织资源和能力，制定战略选项，并评估风险。
五、课程评估1.小组讨论和案例分析的评估通过观察学生的参与程度、讨论质量和解决问题的能力来评估学生的表现。
2.项目实践的评估评估学生团队制定的战略规划的完整性、可行性和创新性。
六、参考资料1.刘方军，郑焕南，赵同生，胡红义.战略规划与决策[M].机械工业出版社,2010.2.Michael E. Porter. Competitive Strategy: Techniques for Analyzing Industries and Competitors[M]. Free Press, 1998.七、结论通过战略规划实践教学，学生将能够掌握制定战略规划的基本步骤和方法。
第1篇一、培训背景随着市场竞争的日益激烈，企业面临着前所未有的挑战。
战略规划作为企业发展的核心，对于企业的生存和发展具有重要意义。
为了提高企业战略规划能力，培养具备战略思维的专业人才，本次培训旨在帮助学员深入了解战略规划的理论知识、方法技巧和实践应用。
二、培训目标1. 理解战略规划的概念、意义和作用；2. 掌握战略规划的基本流程和方法；3. 学会运用战略工具进行战略分析；4. 提升战略制定和实施能力；5. 培养战略思维和决策能力。
三、培训内容1. 战略规划概述（1）战略规划的定义与特点（2）战略规划的意义与作用（3）战略规划的发展历程2. 战略规划的基本流程（1）确定战略目标（2）分析外部环境（3）分析内部资源（4）制定战略方案（5）实施与监控3. 战略规划的方法与工具（1）SWOT分析（2）PEST分析（3）波特五力模型（4）波士顿矩阵（5）价值链分析4. 战略制定与实施（1）战略制定的原则与方法（2）战略实施的组织与管理（3）战略实施中的风险与应对5. 战略思维与决策能力培养（1）战略思维的特点与培养方法（2）决策过程中的思维模式与技巧（3）战略决策的制定与实施四、培训方法1. 讲师授课：邀请具有丰富战略规划经验和理论知识的专业讲师进行授课。
2. 案例分析：通过实际案例分析，让学员深入了解战略规划在企业发展中的应用。
3. 小组讨论：分组讨论，激发学员的思维，培养团队协作能力。
4. 模拟演练：模拟企业战略规划过程，让学员在实际操作中掌握战略规划技能。
5. 互动交流：鼓励学员提问，解答学员在实际工作中遇到的困惑。
五、培训时间与地点培训时间：两天（可根据实际情况调整）培训地点：待定六、培训对象1. 企业高层管理者2. 企业中层管理者3. 企业战略规划相关人员4. 对战略规划感兴趣的个人七、培训费用待定八、培训效果评估1. 学员满意度调查2. 学员对培训内容的掌握程度评估3. 学员在实际工作中运用战略规划能力的提升4. 企业战略规划水平的提升通过本次培训，希望学员能够掌握战略规划的理论知识、方法技巧和实践应用，为企业发展提供有力支持。
