How can we put our strategic planning in place?

by the Balanced Scorecard.

Objectives are broken down into KPIs for relevant areas (functions or processes);

2. As for the landing, it is a matter of implementation, since the strategic objectives have been decomposed into relevant field (function or process) KPIs, then arrange the relevant functional leaders or process owners to complete the corresponding KPIs;

3. In the process of implementation, it is necessary to supervise the change of KPIs and manage the executive team.

4. Again, use good people, people are the key to implementation, and constantly track, feedback, and correct.

5. Finally, how to mobilize everyone's enthusiasm.

Once the strategic objectives are defined, implementation becomes key. If strategy is the "heart" of the enterprise, then execution is the "hand" of the enterprise. No matter how good the company's strategy is, without a strong execution as a guarantee, this strategy is just a dream.

Since the beginning of this year, many companies (especially large companies) have proposed to speed up internal control and establish a set of internal supervision system, which can turn strategic goals into realistic carriers.

How to strengthen execution, the author will focus on three key points of personal information: First, the information process. It is necessary to maintain the smooth flow of information within the enterprise, between the enterprise and the outside of the enterprise, so as to provide timely and effective information feedback and solve the problems existing in the work.

The second is the operational process. The operational process is the implementation step, which ensures that everyone can complete their tasks through detailed follow-up measures. The third is the personnel process.

It is recommended to use the Huiqi Xingzhu platform, the planning module in the system can plan the company's strategy well, so that the company's strategy can be completed through the daily tasks of employees.

Enterprises establish a supervision system. As the saying goes, "Without execution, everything."

Sure copy is the top management of the enterprise to pay attention to this, employees also bai to actively cooperate with the implementation of du, one to clarify the meaning, to clarify the nature, grasp the scope of dao, two to grasp the policy, adhere to the principle, strict procedures, can use the system to solve the problem of the implementation of the supervision and supervision of the difficulty, there are many such manufacturers, such as Tianling, Puyuan is very good, supervision needs to overcome fragmentation and administrative and other common management problems, to emphasize the control and more emphasis on service, With the help of a powerful report engine, the supervision items are dynamically counted according to different strategic attributes, different organizational levels, and different promotion progress, and displayed in diversified instruments, so as to facilitate leaders to have overall control over the implementation of the strategy.

To make the enterprise strategy landing, we must do the following:

1. Unify the thinking of the strategy implementation level: through full communication and training, the strategy implementation level personnel can understand the purpose, objectives, causes and consequences of strategy formulation, and unify everyone's cognition and understanding of the strategy.

2. Improve the strategic leadership of the executive level: It is necessary to deconstruct the key strategic capabilities, analyze and determine the key strategic leadership requirements, and improve the leadership of middle and senior executives, or recruit suitable leaders externally.

3. Decompose strategic planning: make full use of strategic maps, goal pyramids, action plans, etc., to decompose the strategic planning content into specific goals and plans, and implement them to specific responsible persons, and then integrate them into daily operation and management through the performance management system.

Actually, it's simple, and that's what big companies do:

1. Decompose strategic goals to land. One of the most commonly used methods is strategy mapping (evolved from the Balanced Scorecard), which breaks down an organization's strategic objectives into KPIs for relevant areas (functions or processes);

2. As for the landing, it is a matter of implementation, since the strategic objectives have been decomposed into relevant field (function or process) KPIs, then arrange the relevant functional leaders or process owners to complete the corresponding KPIs;

3. In the process of implementation, it is necessary to supervise the change of KPIs and manage the executive team.

To effectively achieve the strategic objectives, first of all, we must formulate a clear strategic plan, which includes three points (detail, process, operability) on the basis of these three points, we also need to set up the management and control mode, including control (operation, finance, strategy), only by establishing these, we can decompose the goal well, that is, the overall budget, budget implementation, monitoring the budget, adjusting the budget of the big PDCA ring, and then assign the goal to each business unit for operation, so that it is possibleAs we can see, the overall budget actually plays a good role in bridging the gap between the corporate strategy and the business units. When the enterprise is of course, the process of strategy realization must be based on the goal, based on the overall budget and performance management, and finally we must have the support of informatization in order to better achieve the enterprise goal.

First of all, the strategic plan must be clear and concise.

Secondly, the strategy should be broken down into several small strategies, set up several key indicators and related indicators again, use good people, people are the key to implementation, and constantly track, feedback, revise Finally, how to mobilize everyone's enthusiasm.

In most cases, the strategy is developed and ordered by the decision-making level. If strategy formulation is a matter for decision-makers, then strategy execution is a common thing for the organization, not wishful thinking at the top.

The real problem in front of the od buddy is:

First of all, you need to employ people, Bole knows Maxima, of course, there are too few Maxima in today's society, if you can't find it, you need your own enterprise to cultivate, create an atmosphere, find problems and solve problems, use the teacher king, use the friend of the tyrant, use the apprentice to die, remember. Practice is inseparable from good executors, and employing people is the key, and their own insight can achieve once and for all results in the operation and growth of your enterprise.

Second, it is necessary to set small goals and big goals, put them on the agenda, and set rewards and punishments, but this is not the key. To find a way to make subordinate employees worry about the enterprise, which requires the cohesion and centripetal force of the enterprise, only the work as their own family affairs, the efficiency of employees will be higher, which requires the art of management, but also the upward atmosphere of the enterprise.

Third, the decomposition of the landing lies in the awareness and cognition of employees, want to let the problem from keeping up with the solution basically depends on people's hearts, so to instill in them a thought, a positive thought, to create an ideological environment, don't be lonely all day long and the breeze can't beat the slightest ripple of a pool of stagnant working environment, employees do not bleed with an awl, leaders must have management charm, have the ability to mobilize, employees should often learn advanced work concepts and correct work values.

Empowerment Consulting believes that strategic management involves the formulation of strategic planning and the implementation of the formulated strategy, which is the management of the whole process; Strategic management also needs to carry out a new round of strategic adjustment according to the changes in the external environment, the changes in the internal conditions of the enterprise, and the feedback information of the results of the implementation of the strategy, so it is a cyclical and reciprocating dynamic management process; The group strategy is not a simple sum of the subsidiary's strategy, the group is an economic consortium, which needs to have an overall development idea, and at the same time can guide the subsidiary to formulate a strategy and bring about an intensive effect. The "strategic paradox", that is, the conflict between strategic commitments and future uncertainty, is only a manifestation of "strategic uncertainty". An excellent strategy must be made in the context of environmental uncertainty, future instability, system complexity and development imbalance.

Good business leaders see the management of uncertainty as their primary responsibility, and develop the understanding that the most appropriate strategy formulation and decision-making process depends on the degree of environmental volatility, and that the process and results of strategic planning should be closely linked to reality to adapt to the rapid changes in the market; A good strategy should be flexible and able to give companies a variety of options to make clear trade-offs and contingency measures. Through the strategic pyramid model, Empowerment Consulting builds a strategic management system, focusing on the improvement of the core competitiveness of enterprises, the direction and mode of business diversification, and the path of international expansion, etc., to help enterprises solve the directional problems of strategic development, as well as the systematic planning, layout and strategic support system based on the strategic development direction.

Strategic Diagnosis: Analysis of the Internal Environment. Conduct a comprehensive analysis of the management of the enterprise from the dimensions of basic management, functional management and organization.

Analysis of the external environment. Determine the capacity and future growth rate of the industry, determine the core driving factors of market competition, and discover the influencing factors for the formulation of corporate strategy. If the company is unable to establish a competitive advantage in the existing core business, or if the company is likely to use the existing competitiveness to establish a new strategic business, we will also systematically analyze and search for new business development opportunities.

Benchmarking enterprise analysis.

Strategic Planning: Overall strategic planning development. It includes clarifying the company's vision and mission, formulating company-level strategic goals, clarifying the company's strategic positioning and development direction, and formulating the company's development stage positioning. Business strategy development.

It includes business selection and positioning, formulation of business goals, clarification of business competition strategy, and selection of business operation model.

Construction of strategic support system:

Including organization and control strategy, human resources strategy, financial and capital strategy, strategy implementation risk and control, etc.

Strategy implementation: By sorting out the responsibilities of the strategic management organization, setting up the strategic management process, establishing a strategic information feedback system, a strategic evaluation system and a strategic adjustment mechanism for the enterprise to ensure the implementation of the strategy.

The scope of empowerment consulting includes but is not limited to: providing clients with services such as strategic planning, corporate culture, organizational design, process system, qualifications, talent recruitment, talent cultivation, salary system design, performance management system, and partner system.

Writing a corporate strategic plan generally includes six parts: company profile, environmental analysis, guiding ideology and positioning.

Part I: Company Overview. It focuses on the company's development history, current organizational structure, corporate governance structure, business composition, and analysis of major economic indicators.

Part II: Environmental Analysis. Focusing on the three levels of environment from macro (PEST), meso (industry five forces analysis) and micro (product market competition Boston analysis), SWOT analysis aims to find opportunities and threats to provide an objective basis for strategy formulation and strategy implementation.

Part 3: The company's strategic guiding ideology and target positioning. On the basis of fully communicating with the company's senior management, understand their preliminary views on the company's vision, mission, and strategic guiding ideology.

Part 4: Selection of the company's strategic plan. In a large-scale company, the writing of a strategic plan requires both the overall development strategy of the company and the specific strategy of the business unit.

Part 5: Implementation plan of the company's strategy. After selecting the type of strategy, a forward-looking specific implementation plan should be put forward from the perspective of promoting the company's development according to the company's actual situation.

Part VI: Safeguards. From the perspective of improving the operability of strategic planning, strategic consultants should also provide practical safeguard measures and matters that should be brought to the attention of the company's management.

1. Analysis of the strategic environment.

1) Analysis of the current situation of the enterprise.

1. Company profile.

2. Development achievements (in the past three years).

3. The main problems existing in development.

2) Analysis of the external environment.

1. Analysis of the national macro environment.

2. Analysis of industry environment.

Including industry development prospect analysis, regional market analysis, major competitor analysis, etc.

3) SWOT analysis of enterprises.

Combined with the internal and external environment faced by the enterprise, the competitive advantages, disadvantages and opportunities and threats faced by the enterprise are combined and analyzed.

Second, the overall development idea.

Third, the development goals of the enterprise.

1) Overall development goals.

2) Business development goals.

1. Target business positioning and objectives.

2. Regional market development goals.

3) Main economic indicators.

4) Qualification construction goals.

5) Talent construction goals.

6) Technical quality objectives.

7) Brand building goals.

3. Key tasks and measures.

This includes, but is not limited to, the following:

1) The layout and development of the market.

2) Team building.

3) Model (operation or management) innovation.

4) Improvement and improvement of internal management (production management, operation management, financial management, quality management, risk management, etc.).

5) Construction of corporate culture.

6) Technological progress and innovation (including business development).

Strategic planning, which is the setting of an organization's long-term goals and putting them into practice, is a formal process and ritual. Some large companies are consciously planning for what will happen in about 50 years.

There are three stages in developing a strategic plan, the first of which is to define the goal, that is, the goal that the company will achieve in the future development process in response to various changes.

The second stage is to formulate this plan, and when the goal is determined, consider what means, what measures, and what methods to use to achieve this goal, which is strategic planning.

Finally, the strategic plan is put into text for evaluation and approval, and if the approval fails, it may take multiple iterations to consider how to amend.

Brief introduction. In years of consulting practice, especially at the critical moment when China is facing great changes in the economic environment, Chinese enterprises mainly have the following problems in strategic planning:

Overemphasis on diversified development, and excessive dispersion of corporate resources;

The development of the enterprise lacks a sense of direction and has no long-term strategic goals;

The strategic plan of the enterprise focuses on the form, and there is no practical stage guidance;

Strategic decision-making is arbitrary, and no scientific decision-making system has been established;

Blind understanding and analysis of the market and competitive environment, lack of rigorous scientific analysis;

information asymmetry and inconsistent internal coordination among various departments;

Ignore the long-term planning of informatization according to the needs of business strategy (the enterprise informatization strategy is not clear).