Course Background:
In today's highly competitive global business environment, effective strategic management is the key to business success. Strategic management is not only about how an organization formulates and executes strategy, but also about sensitivity to the external environment, optimal use of internal resources, and adaptability to change. Enterprises often face some confusion in the process of strategy and management implementation:
1. The vast majority of enterprises do not have a strategy, there are only slogans, strategic slogans and actual landing are two skins, the strategy is not decoded, there is no alignment up and down, there is no undertaking, and it cannot be implemented and landed.
2. There are no opportunities within the enterprise, and there is a lack of methods and ideas. For the future in the first opportunity, should go to the first to find the opportunity, the product development department and the marketing department, the business department and the functional departments are neither clear nor aligned.
3. Even if someone sees the opportunity, there is no consensus, no input, and no strength to make a hole. Due to the lack of consensus on strategic opportunities, all departments cannot coordinate, fight independently, scattered, serious involution, low efficiency, and even decline in performance.
4. How to build the core competitiveness of the enterprise? What is a strategic point of control? How to build core competitiveness? How to invest in strategic investment? Everyone doesn't know each other clearly, and they can't reach a consensus. How to effectively construct the strategic control point of the enterprise? Moat in**? How to make a profit in the long term?
5. One-sided pursuit of hot spots, ignoring their own capabilities, scattering corporate resources, blindly expanding, and eliminating themselves in the sports war. (Such as HNA Group, Suning, Evergrande, etc.).
6. How to set the growth target of the enterprise and how to effectively set the KPI indicator system? Performance or competence first? How to balance and consider the short-term and long-term development of enterprises? None of this is taken into account, and it is just a one-sided pursuit of short-term interests and policy games.
7. There is a lack of effective monitoring of annual business objectives and strategic key tasks, and it is basically consciously done well, especially for cross-departmental collaborative projects, which have very poor execution, no authorization mechanism, no organizational process, and even small things must be coordinated and solved by the boss himself.
This course aims to provide participants with an in-depth understanding of the theory and practice of strategic management of benchmarking enterprises, so that they can effectively respond to changing business challenges and formulate and implement innovative strategic solutions. Through this course, participants will have a more comprehensive strategic management perspective, be able to respond more flexibly to the changing business environment, and make outstanding contributions to the sustainable success of the organization.
Course Benefits:1Understand strategy and corporate strategy, improve strategic thinking and cognition, and why enterprises need strategic management.
2.Deeply understand the core concepts and theoretical framework of strategic planning, master the ideas, language, methods, tools and templates of strategic planning, and master the tools and methods for analyzing the external environment and internal resources.
3.Master the steps and processes of strategic decoding, decomposition of strategic objectives, two-level strategic decoding, improvement of combat capabilities, and clarify the key tasks of the organization and the direction of organizational improvement.
4.Learn effective strategy execution skills, including goal and KPI setting, performance evaluation. Master the key to strategy execution: decoding strategy into business objectives, key tasks, organizational performance, allocation of resources and budgets according to the principle of pressure, and management of key tasks.
Course duration: 2-3 days, 6 hours per day.
Course Target: CEOs, General Managers, Senior Managers, Chief Engineers, Technical Directors, Strategic Planning Department Directors, Product Managers, Marketing Managers, Marketing Managers, and other middle-level managers of enterprises.
Course method: knowledge point explanation + tool explanation + case sharing + group discussion + team co-creation + group drill PK + interactive Q&A
Course outline. Lecture 1: Strategic Cognition – Strategic Growth: Huawei's success stems from its management and strategy.
1. Strategic cognition and understanding.
Analysis: What is corporate strategy.
Analysis: Why do companies need strategy?
Summary: A business without a strategy cannot live long.
2. Huawei's four strategic transformations.
1.Start-up period.
2.Formative period.
3.Transition period.
4.Nirvana Ecological Period.
Conclusion: Huawei's success is won by strategy.
3. Huawei's strategic management approach.
Tool: Strategic Management Model BLM
Tool: Strategic Management Process DSTE
Discussion: What problems do we have in terms of strategic planning and strategic management?
Lecture 2: Strategic Planning: Finding Differentiated Value through Innovation.
1. Action requirements: vision, mission and strategic intent.
1.Leadership & Strategic Management.
Tool: Huawei Leadership Model.
Tool: Huawei's Four Forces Model for Cadres.
2.Values & Strategic Management.
Starting point: determine the strategic intent, and the pattern determines the outcome (entrepreneurship and cognition determine the height of the enterprise).
2. Market insight and find strategic opportunities.
1.To the benchmark, find the gap.
Performance gap + performance gap.
2.Analyze industries and markets.
1) Macro environment.
2) Industry development trends.
3) Market segmentation.
4) Customers and scenarios.
3.Compare your competitors with your own strengths and weaknesses.
1) Benchmark opponent perspective.
2) SWOT advantages and disadvantages analysis.
4.Identify, prioritize, and prioritize strategic opportunities.
Examples: Huawei North African market, OPPO mobile phone.
Discussion + Walkthrough: Draw a SPAN diagram based on the company's situation and output the opportunity points (e.g., by product, industry x now and 5 years later).
3. Innovate business design and continue to lead future business with innovation.
1.Three business combinations.
1) Core business.
2) Grow your business.
3) Emerging businesses.
2.The innovation model of the enterprise.
1) Resource utilization.
2) Model innovation.
3) Business portfolio.
3.Build differentiated value.
Case Study: Huawei's wireless service.
4.Build strategic control points and moats.
Classification of strategic control points.
Huawei's approach to building strategic control points: patent portfolio, customer relationships.
5.Identify risks and countermeasures.
Discussion + Walkthrough: 3-5 of your company's value proposition, 3-5 strategic control points, the design of your current core business, what needs to be innovated and changed to help us close or close the gap, and how to build strategic control points?
Lecture 3: Strategic Decoding - Reaching Strategic Consensus and Finding Key Tasks.
1. Principles and tools of strategic decoding.
Tool: Decoder BEM
Tool: Balanced Scorecard.
2. Design organizational KPIs to guide balanced and sustainable growth.
1.Define strategic direction and its operational definition.
2.Identify CSFs (Critical Success Factors) and develop a strategy map.
3.Based on the strategy map, export strategic KPIs
Case: A pig breeding enterprise refines the KPI of the organization
Third, the strategy is decoded to the department.
1.Distilling mission-critical.
2.Clarify mission-critical dependencies.
3.Refine the organization's KPIs and performance goals.
4. Organizational Performance Decomposition (PBC**).
1.Organizational performance is broken down to business unit heads.
2.Communicate and clarify key tasks and dependencies.
3.Organizational performance is broken down into individual PBCs, and both parties communicate and confirm.
5. Challenges and key points of decoding.
1.Strategic planning is not in place, and there is no code to solve.
2.There is a lack of benchmarking and no consensus can be reached.
3.Layer by layer, but there is no sense of responsibility and complementarity.
Case: Huawei's mobile phone business.
Discussion + Drill: Key tasks for the next 3-5 years and key tasks for the next year.
Lecture 4: Strategy Execution - Ensuring the implementation of strategy through organization and efficient operation.
1. Organizational support: continue to build organizational capabilities and improve strategic execution.
1.Concerns for organizational adjustments.
Align the organization with strategic needs.
Case study: Huawei's strategic management organization.
2.Strategy-based layout of key talents: external acquisition, internal resource pool management.
3.Cultivate the ability of key cadres based on strategy and cultivate them at different levels.
1) Cadres must fight for food and charge into battle.
2) Empowerment through the combination of training and warfare.
3) Cadre succession and hierarchical training.
4.Use performance appraisal to improve organizational execution.
Create a good organizational atmosphere with good corporate culture and values.
Build a competitive incentive system.
Case study: Huawei's performance appraisal.
2. Operation management: effectively monitor the process and strengthen the implementation effect.
1.Huawei's strategic management process.
Tool: Strategic Management DSTE
Tools: Manage execution and monitoring sub-processes.
2.Strategy-based comprehensive budget management (workforce planning and financial budgeting).
3.Process monitoring, project management.
1) Define key tasks.
2) Clarify key milestones.
3) Do a good job in process management with project management.
4.Business analysis meeting, the starting point for strategic implementation.
Establish a one-meeting-one-report mechanism.
5.Strategic evaluation, continuous iteration.
Discussion + Walkthrough: Discuss what kind of organizational structure and talent are needed based on strategic goals, new business design, and priorities? In order to better accomplish the strategic goals?
Instructor Assistant Bingbing: 19906518391