What is a good strategy that can be implemented, and how to implement the strategy

Characteristics of a bad strategy:

Empty slogans: such as playing an "intermediary role" and "customer-centric".

Not being able to face the challenge head-on: If you can't identify and analyze the obstacles, all you have is a challenging goal, a budget, or a wish list.

Mistaking goals as strategies: such as 20% revenue growth and 20% profit margin (when we are asking what we are going to do to achieve this goal, we are actually looking for a leverage fulcrum, and it is highly recommended that landlords read the book "12 Must-Read Articles for Strategic Management".) )

Poor strategic objective characteristics:

It is not possible to convert a vague overall goal into an intermediate or low-level goal.

Too many goals, such as a long to-do list.

Unrealistic goals.

Characterize the main characteristics of the challenge as poor performance, which is only a consequence, and the real challenge lies in the factors that lead to the poor performance.

The core of a good strategy:

Investigative analysis: Figure out what's going on at the moment.

Guidelines: Good guidelines can generate advantages by anticipating what competitors will do and how to respond to them; Weaken the complexity and uncertainty of the current situation (uncertainty about which actions, which modalities or how to lay out the organizational structure, etc.); Guiding the company to focus its main efforts on one or some of the key or decisive aspects; Guide people to make coherent decisions and take coherent actions, and these actions should be interdependent rather than mutually exclusive.

Coherent activities: Resource allocation, guidelines and specific steps should be coherent. The various components of the strategy need to be carefully designed to clearly indicate how actions and resources can be combined so that they are mutually reinforcing.

Strategy for enterprises is "like fog, rain and wind"; Strategy for entrepreneurs is "make me happy and let me worry". Good strategy is hard to come by.

A good strategy is not measured by the truth of the "strategy report", nor is it defined only by the final result, but the performance in the process of strategy formulation and implementation is important. In this way, the standard for measuring a good strategy is enough to focus on four words, that is, whether it can "know, with, act and achieve". A good strategy must be a value process of "knowing and agreeing, acting together, and doing and reaching".

Knowledge: Strategy is not a "top secret document" or some kind of "conspiracy" in the drawer of the business leader, but the direction, method and plan that all employees of the enterprise know in broad daylight.

Same: All employees of the enterprise should not only know, but also agree, forming an ecology of the same desire.

OK: A good strategy must be executable, everyone can implement it, and everyone will implement it. A strategy that can't be executed and that employees won't execute is not a good strategy.

Da: A good strategy will support and help enterprises achieve their goals and missions.

1.Strategic Objective Decomposition One of the most common approaches today 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.Execution As for the landing, it is a matter of execution, since Happiness Cloud has decomposed the strategic objectives into relevant field (function or process) KPIs, then arrange the relevant functional leaders or process owners to complete the corresponding KPIs

3.Strategy implementation is a systematic process. The decomposition of strategic objectives makes the enterprise strategy from abstract to concrete, from macro to micro ,..

1. Evaluation and revision of the implementation of the strategy to ensure the scientificity and rationality of the strategy 2. The strategy is fully decomposed into the competitive strategy and functional strategy, and is decomposed into the annual business plan and budget 3 assessment, and the business plan is evaluated.

There are six things that should be done well in the implementation of the strategy

1.It is necessary to ensure a high level of strategy formulation, so that the strategic objectives, business development, implementation path and safeguard measures are operational;

2.Do a good job in the effective decomposition, undertaking, tracking, adjustment and assessment of strategic objectives;

3.Do a good job in the organizational guarantee and personnel guarantee of strategic landing control;

4.The leadership team of the enterprise continues to strengthen the consensus of the core team of the enterprise on the strategy, and continues to mobilize the implementation of the strategy;

5.effective allocation of key talent teams and resources;

6.The mechanism and soft culture guidance around the realization of the strategy should be solid;

To implement the plan, we must improve the level of strategic management, firmly establish the concept of "planning is law", increase the supervision of the implementation of the plan, ensure the good start of the "14th Five-Year Plan", and welcome the 100th anniversary of the founding of the party with excellent results.

First of all, it is necessary to establish the feasibility of the strategic plan, but also to ensure the adequacy of reserve funds, and the economic base determines the superstructure.

Strategic landing refers to the implementation of strategic planning, and the following points need to be paid attention to in the landing process:

1. Decompose and implement strategic objectives: The strategic objectives are decomposed from the last year backwards to each year in the strategic cycle, and then analyze and ensure the realization of the strategic objectives for each year in the strategic cycle, and the corresponding goals of each business segment should be achieved, and the functions (sales, production, purchasing, and personnel...... for the completion of business objectivesWhat needs to be done, and the strategic goals are broken down into each year's business plan and the corresponding work plan for each function.

2. Business planning and functional planning fall into the annual business plan: decompose the strategic objectives, business planning and functional planning of the latest year in the strategic cycle into the annual business target plan, and decompose the annual business target plan into each executive unit (subsidiary, department, workshop), and decompose it into quarterly and monthly, so that the strategic objectives and the daily business objectives are integrated into the plan management.

3. Integrate strategic planning into resource requirements and realization plans: Conduct a detailed analysis of the resources required for the realization of business planning and functional planning, and formulate an implementation plan to make up for the resource gap, and then incorporate this plan into the annual business plan.

4. Regularly review the realization of strategic objectives: review and review the realization of strategic objectives at least every six months, and review and adjust the strategic plan once a year.

The so-called strategy implementation means that the enterprise should transform the internal capabilities and resources of the enterprise into realistic strategic competitiveness on the basis of capabilities and resources, and avoid the disconnection between strategy and operation system.

Strategy implementation is the bridge connecting the ideal and reality of the enterprise, and it is the only way for the enterprise to realize the ideal. When an enterprise has developed a clear and scientific strategy, it should follow the following steps to implement the corporate strategy:

There are six things that should be done well in the implementation of the strategy

1.It is necessary to ensure a high level of strategy formulation, so that the strategic objectives, business development, implementation path and safeguard measures are operational;

2.Do a good job in the effective decomposition, undertaking, tracking, adjustment and assessment of strategic objectives;

3.Do a good job in the organizational guarantee and personnel guarantee of strategic landing control;

4.The leadership team of the enterprise continues to strengthen the consensus of the core team of the enterprise on the strategy, and continues to mobilize the implementation of the strategy;

5.effective allocation of key talent teams and resources;

6.The mechanism and soft culture guidance around the realization of the strategy should be solid;

It depends on the leadership, more precisely, on the execution of leaders at all levels!

The answer given by McKinsey is: structure, system, style, people, skills, strategy, and shared values.

Look at the seven elements.

I think it's all right, but if the strategy is implemented without leadership, which is the first driving force, there is a problem.

Especially for Chinese enterprises, the practice of Chinese enterprise strategy consulting has proved that if they deviate from this starting point, the strategy will not be possible.

Be born. Whether it is based on analytical, structural, or origin-based strategic planning, it is fundamentally a thought.

Roads, directions, and steps, theoretically speaking, these are all "virtual"! The key is to turn "virtual" into "real".

It is a person, to be precise, a leading cadre at all levels of the enterprise.

First of all, if the strategy is to be implemented, entrepreneurs must be convinced by senior leaders. Belief is a prerequisite for the implementation of the strategy.

It should be noted here that entrepreneurs cannot speak directly to the middle and grassroots levels, because the angle of the station is different.

The level of problems seen is different, and the corporate strategy is a higher level. It's hard to get middle and grassroots.

Quick understanding. It should be told to senior leaders, and often communicate with the boss to communicate with higher-level problems and prices.

The value orientation is more consistent. Liu Bang killed the White Snake uprising back then, and he just told the "high-level" around him.

Not all of them, because he knows, there are some people who don't understand or don't believe.

Excerpted from Dr. Li Zhexian's "Strategic Leadership".

The right strategic direction.

A team with reasonable execution.

Appropriate institutional safeguards.

There are six things that should be done well in the implementation of the strategy

1.It is necessary to ensure a high level of strategy formulation, so that the strategic objectives, business development, implementation path and safeguard measures are operational;

2.Do a good job in the effective decomposition, undertaking, tracking, adjustment and assessment of strategic objectives;

3.Do a good job in the organizational guarantee and personnel guarantee of strategic landing control;

4.The leadership team of the enterprise continues to strengthen the consensus of the core team of the enterprise on the strategy, and continues to mobilize the implementation of the strategy;

5.effective allocation of key talent teams and resources;

6.The mechanism and soft culture guidance around the realization of the strategy should be solid;