The top management of an enterprise attributed the strategic failure to "four noes": no decomposition, no measurement, no monitoring and no assessment.
There is no decomposition, that is, the company's strategy is only the vision of senior leaders or executives, and other managers have not participated in the formulation and effective decomposition. There is no effective connection between strategy and departmental strategy, which leads to the disconnection of the first-level strategy.
Without measurement, many strategic initiatives are just empty slogans, without specific action plans and measurement indicators, and they are still hanging at the end of the year.
Without monitoring, the implementation of the strategy lacks monitoring and management of the implementation process. Although there are monthly review meetings, they are all routine work summaries of last month and plans for next month.
There is no assessment, there is no corresponding measurement index for strategic implementation, and performance assessment is not related to strategic requirements.
The final result is naturally that the strategy will not fail.
How to solve the problem of strategic landing? Many management scholars say that this is a system problem, but to effectively solve the system problem, we need to find an effective starting point and breakthrough point by simply controlling complexity. This starting point is the meeting. ?
How to land can be divided into three steps: * * recognition, * * sound, * * * vibration.
(1) In the process of strategy formulation, let managers at all levels fully participate in the discussion and have a * * * understanding of future development goals and directions;
(2) In the process of strategic decomposition, the action plans of various departments can be horizontally coordinated and vertically consistent, and achieve * * * *;
(3) In the process of strategy implementation, it can be implemented in a planned and rhythmic manner according to the established action outline, resulting in * * * vibration.
Strategy needs to have key control points in the closed loop of * * * knowledge, * * sound and * * vibration. These key control points are meetings related to strategic management, as shown in Table 4-5.
First, hold a good strategy seminar to form * * * knowledge.
The strategic seminar is mainly to discuss the strategic objectives and direction of the company's future development and unify the understanding of the company's management. Many company executives often don't pay attention to strategy seminars, thinking that as long as the strategy is their own, other management just need to cooperate. However, because other management does not participate in the formulation of strategic objectives and directions, they lack coherent thinking about them, and often implement them according to their own speculation and understanding, which makes it difficult to "point to where", leading to various disharmonies in strategic implementation. There is also a general problem. Enterprises hold departmental debriefing meetings every year. Many companies equate debriefing meetings with strategic seminars. The basic content is also the highlights and shortcomings of each department's annual work, and puts forward problems and suggestions for improvement. However, the orientation of debriefing meetings is more about past-oriented evaluation than future-oriented understanding, so it is necessary to clearly distinguish between these two meetings.
A company once commented on a successful strategy seminar as follows:
Clear direction: the company's core management team has a clear direction for future development.
Established goals: Under the development direction, both short-term and long-term goals have clear and quantifiable indicators.
Clear the way: fully discussed the key strategic measures to achieve the goal.
Reach a * * * consensus: strategic objectives and plans form a * * * consensus in the core management team.
Build up confidence: The previous strategic goal was only intuitive, and after careful discussion and demonstration by the management, the realization of the strategic goal had a feasible path, thus enhancing the confidence in the realization of the strategy.
A good strategy seminar needs rigorous design, organization and process guidance.
◆ Before the meeting
First of all, it is necessary to make a detailed analysis of the internal and external environment as the input for the meeting discussion.
Secondly, through the strategic thinking before the meeting, the participants were inspired to think deeply about strategic clarity and action, which improved the quality of the meeting output.
Finally, the organization department of the meeting made full preparations for details, including the meeting place, participants, meeting agenda, group discussion list, meeting discipline, etc. Details determine success or failure.
◆ In the meeting
It is very important for the moderator to grasp the agenda of the whole process, and it is necessary to avoid letting the top management of the company act as the moderator and the phenomenon of centralized discussion. In the group discussion, we should encourage different ideas and opinions, and pool our wisdom, management experience and lessons.
The output link of the meeting should ask more constructive questions, arouse deep thinking and summarize in time.
The moderator will guide the discussion to the direction of "* * * knowledge", keep coming back to the agenda, concentrate, clarify and refine, and form * * * knowledge.
◆ After the meeting
Refine and summarize in time, form corresponding strategy report according to the discussion, and carry out corresponding internal and external publicity.
Second, hold a strategic planning meeting to form a * * * voice.
The purpose of the strategic planning inquiry meeting is to coordinate the strategic initiatives and action plans of various departments and assume the strategy.
After the strategy seminar, all business (functional) departments need to decompose and implement into their business (functional) plans according to the company's strategic objectives and directions, and form specific departmental strategic initiatives, action plans and measurement indicators.
Many enterprises are prone to three problems in this link:
The first problem, broken down, only puts forward some action slogans, such as "improving the profitability of a single store", lacking specific action plans and clear measurement indicators.
The second problem is that all departments only put forward action plans based on their own interests, and there is a lack of communication and coordination between horizontal departments.
The third problem is that there is a deviation between the decomposed action plan and the overall strategic goal of the company. If it is further decomposed, the deviation between different levels will become even greater.
How to solve these three problems, strategic planning inquiry will be a very important key control point.
The strategic planning inquiry meeting is mainly to inquire and review the planning results of each business (function) to ensure that the planning of each business (function) bears the overall development strategy of the company. Specific issues include three aspects:
(1) Compliance question: Is the business (function) planning consistent with the overall development strategy?
(2) Matching: Whether the business strategy and the functional strategy match and coordinate with each other, including the coincidence and coherence of specific time beats.
(3) Feasibility inquiry: Whether the proposed action plan and measurement indicators are operable, whether there is a clear responsibility subject to implement, and whether the demand for resources is within the company's total budget. Every reporter needs to make full preparations for possible problems in advance, and problems that fail to pass must be revised within a time limit and re-accepted.
The strategic planning inquiry meeting may be a series of meetings in batches, such as: first, inquiries about core business planning such as marketing, R&D and supply chain; After that, according to the resource requirements of business planning, the functions of human resources, finance, management promotion and IT were adjusted, and then a question meeting was held.
The whole strategic planning inquiry meeting needs the full participation of senior managers and department heads, so as to fully understand the work and synergy of other departments and produce a loud action plan is the basis for implementation.
Third, hold a strategy implementation review meeting to form a * * * shock.
The strategy implementation review meeting is the vibration of difference analysis, process rectification, action orientation and continuous improvement to ensure the strategy implementation.
Many enterprises are prone to problems in strategy implementation, that is, there is no in-process inspection and audit, or the audit will become a debate on data consistency, or all departments only talk about advantages and highlights. ?
An effective strategic implementation review meeting should focus on the annual strategic initiatives and action plans, analyze the differences between the objectives and the actual implementation every month or quarter, and timely adjust and optimize them in combination with environmental changes to form a new improvement plan. Therefore, the strategic implementation review meeting must be oriented to improvement actions, that is, every business owner's notebook records the matters and plans that need to be deployed and implemented immediately after leaving office.
The focus of the meeting is not on information sharing and questioning the analysis data of other departments, but on the problems behind the figures, the unfinished reasons and future improvement plans; Nor is it a statement of the work of your own department, but it is to let the top management and other collaborative departments know and help you promote something.
Have a good strategy implementation review meeting;
On the one hand, it is necessary to design a structured report template, and on the basis of the original annual plan, increase the completion, unfinished reason analysis, improvement plan, matters that need cross-departmental cooperation and leadership decision-making. Among them, the completion situation is best represented by red, yellow and green blocks, so that it is clear at a glance what implementation problems exist, so that participants can focus on the problems that need to be solved as soon as possible. The unfinished cause analysis and improvement plan should be as detailed as possible to facilitate the precipitation of enterprise operation knowledge and experience. Matters that need cross-departmental collaboration and leadership decision-making are listed separately, which is convenient for meeting discussion and focus and improves the efficiency of meeting decision-making.
On the other hand, do a good job in organizing the meeting. Make preparations before the meeting, ask the participants to read the report in advance, and reduce the time for reading the report during the meeting; During the meeting, the feasibility and feasibility of improving actions and resources should be discussed, and all departments should make corresponding improvement measures for the problems raised in the report and implement each problem to the responsible person; After the meeting, each resolution was implemented to the responsible person and the improvement schedule was given.
From strategic seminar to strategic planning inquiry meeting, and then to strategic implementation review meeting, through the extension of three key control points, a closed loop of strategic management is formed, which promotes the transformation of strategy from ideological consistency to action consistency. On this basis, enterprises should gradually improve the strategic management organization, form a long-term mechanism such as the system and process of strategic management, make the strategic management routine and routine, and finally ensure the realization of the strategic objectives of enterprises.