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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。
《企业经营战略概论》教案第6章企业竞争战略授课教师：黄佳宁课时：4个课时一、本章主要目的◆掌握企业竞争战略的概念、类型和构成要素◆掌握总成本领先战略的含义、优缺点、适用条件、实现途径和风险◆掌握差异化战略的的含义、优缺点、适用条件、实现途径和实施◆掌握集中化战略的的含义、优缺点、适用条件、实施方法◆掌握融合战略的的含义、分类、构成条件以及影响因素与条件二、知识点回顾◆企业发展型战略◆企业稳定型战略◆企业收缩型战略三、本章重难点◆总成本领先战略◆集中化战略四、授课流程：（一）章节引言企业的市场环境处于空前激烈竞争状态，如何在竞争中求发展，是每个企业都在思考的课题。
由此，竞争战略由当今全球第一战略权威迈克尔・波特提出后就成为企业经营战略的重要内容，其核心是要奠定本企业产品在市场上的特定地位并维持这一地位。
依据企业在竞争中获取竞争优势的不同，竞争战略分为总成本领先战略、差异化战略、集中化战略。
总成本领先战略是立足总成本降低而建立一种不败的竞争优势。
差异化战略是指企业凭借自身的技术优势和管理优势，向顾客提供的产品和服务在行业范围内独具特色。
集中化战略是指把经营战略的重点放在一个特定的目标市场上，为特定的地区或特定的购买者集团提供特殊的产品或服务。
由于任何一种竟争战略都有可能迅速被竟争对手的模仿与创新所击败，所以，融合竞争战略的特点而确立新的竞争战略就成为必要。
成本领先战略和差异化战略具有各自的优势，如果二者能够很好地融合，就能够为企业在低成本和差异化两方面带来竞争优势。
（二）课程知识点讲解基本知识点1、企业竞争战略概述（30分钟）一、企业竞争战略的概念（一）基本概念“竞争战略”是由当今全球第一战略权威、被誉为“竞争战略之父”的美国哈佛大学教授迈克尔・波特于1980年在其出版的《竞争战略》( Competitive Strategy)一书中提出，属于企业战略的一种。
竞争战略又称为业务层次故略或者SBU战略，它在企业总体战略的制约下，指导和管理具体战略经营单位的计划和行动，其中心内容是在某一特定产业或市场中建立竞争优势。
企业内部培训课程开发与实施计划书第一章引言 (3)1.1 课程背景 (3)1.2 课程目标 (3)1.3 课程意义 (3)第二章培训需求分析 (3)2.1 需求调研方法 (3)2.2 需求分析流程 (4)2.3 需求分析结果 (4)第三章课程设计原则 (5)3.1 课程设计理念 (5)3.2 课程内容选择 (5)3.3 课程结构安排 (5)第四章培训课程开发 (6)4.1 课程开发流程 (6)4.2 课程材料编写 (6)4.3 课程案例设计 (7)第五章培训师选拔与培养 (7)5.1 培训师选拔标准 (7)5.1.1 业务能力：培训师需具备扎实的业务知识和丰富的实践经验，能够准确把握培训课程的核心内容。
(8)5.1.2 教育背景：培训师需具备相关领域的学历或专业证书，具备一定的教育背景。
85.1.3 沟通能力：培训师需具备较强的沟通能力，能够清晰、准确地传达培训内容，与学员建立良好的互动关系。
(8)5.1.4 组织协调能力：培训师需具备较强的组织协调能力，能够合理安排培训课程，保证培训效果。
(8)5.1.5 团队协作精神：培训师需具备良好的团队协作精神，积极参与企业内部培训工作，为提升企业整体竞争力贡献力量。
(8)5.2 培训师培训计划 (8)5.2.1 初级培训：针对新选拔的培训师，进行为期一个月的初级培训，内容包括业务知识、教育心理学、培训技巧等。
(8)5.2.2 中级培训：针对具备一定经验的培训师，进行为期一个月的中级培训，内容包括培训课程开发、培训项目管理、培训效果评估等。
(8)5.2.3 高级培训：针对优秀培训师，进行为期一个月的高级培训，内容包括培训体系构建、培训团队建设、企业发展战略等。
(8)5.2.4 在职培训：鼓励培训师参加各类专业培训、研讨会、学术交流等活动，不断提升自身能力。
(8)5.3 培训师评估与激励 (8)5.3.1 定期评估：对培训师进行定期评估，包括业务能力、教学效果、学员满意度等方面。
