Free Essay

Strat

In:

Submitted By peihanjiang
Words 742
Pages 3
战略手艺化》完整版(亨利·明茨伯格) (2012-08-29 12:06:00) 标签: 战略手艺化 亨利·明茨伯格 | 分类: 经管 |
正文开始
就像战略可以被制定一样,战略也可以自己形成。
当我们想像有人在做战略计划时,脑海中很可能会出现这样一幅井井有条的画面:一位高级经理,或者是一群,坐在办公室里,炮制出一些其他所有人会准时执行的行动纲领。基调就是推理——理性的控制,系统地分析竞争对手、市场和企业的优劣势。综合这些分析产生一个清晰、明确而又完全成熟的战略。
现在让我们想像一下战略手艺化,脑海中出现的很可能就是另外一幅画面。手艺式战略与计划式战略非常不同,其区别就像手艺与机械化之间的区别一样。手艺会让人想起传统的技艺、专注以及通过细节的把握做到完美。人们想到更多的不是思考与推理,而是各种原材料水乳交融的感觉,这种感觉来自长期的经验与投入。制定与执行相互交融,形成一个渐进的学习过程,在此过程中,创造性的战略水到渠成。
我的理论很简单:战略手艺化更好地描述了有效战略的形成过程,而计划式战略尽管流传广泛,实际上却扭曲了这一过程,误导了那些笃信它的组织。
在本文的写作过程中,我将引用一位陶艺人的经验,并把这些经验与一个项目的研究结果进行对比(这一项目追踪了众多公司在数十年间的战略历程)。因为陶艺人与战略制定者之间的差别十分明显,所以刚开始时,我的比喻就像我的论断一样,显得风马牛不相及。然而,如果我们把艺人想像成一个个人组织,就会看到她也必须解决公司战略家们所面临的一个重大挑战:对组织的能力了如指掌,以便能足够深入地思考组织的战略发展方向。通过从个人视角思考战略制定,剔除战略咨询公司那些条条框框,我们会对公司内的战略形成过程有所了解。就像很多陶艺人不得不掌握手艺一样,管理者们也必须把战略手艺化。
在工作的时候,陶艺人坐在一堆陶土前。她的心思在陶土上,但同时她也意识到自己坐在过去的经验与未来的畅想之间。她准确地知道过去的哪些东西对自己有用,哪些东西没用。她对自己的工作、能力及市场非常熟悉。作为一个手艺人,她是在感觉这些东西,而不是分析;她的知识是“默示的”。当她动手时,所有这些都在她的脑海中发挥作用。这些陶轮上的作品可能沿袭她过去作品的传统,但是她可能突然换个方向。即便如此,“过去”所起的作用一点也不减少,照样体现在未来中。
在我的比喻中,管理者就是陶艺人,而战略就是他们的陶土。就像陶艺人一样,他们坐在过去的公司能力与未来的市场机会之间。并且,如果他们是真正的艺人,他们对手头的材料应该同样熟悉。这是战略手艺化的精要所在。
接下来,我们将对这个比喻做进一步探讨,看看战略在实际操作中是如何制定的,而不是主观臆想战略该如何制定。我将不断援引两方面的经验,一个是麦吉尔大学的战略形成模式的研究项目;自1971年起,这个项目一直在我的指导下进行;另一个是成功的陶艺人的工作流程,这个陶艺人是我的妻子,她的手艺始于1967年。
战略既是未来的计划,也是过去的模式
如果你问战略是什么,几乎每个人都会告诉你,战略是某种形式的规划,是对未来行为的明确指导。如果你再问他们竞争对手、政府或者他们自己追求什么样的战略,他们很可能就会不停地描述他们过去的行为。最后你会发现,战略和其他很多词汇一样,人们下定义是一套,用起来却是另外一套,没有意识到其间的区别。
原因很简单:虽然战略的正式定义与它的希腊军事起源都强调未来,但我们确实也需要用这个词来解释过去的行为,就像我们需要用它来描述未来的行为意向一样。毕竟,战略一方面是计划和企图的对象,另一方面也是贯彻和实现的对象。行为模式,或者我们称作“已实现的战略”,是对这个贯彻过程的解释。而且,就像计划不一定会产生一个模式一样(有些战略根本没有实现),模式也不一定来自于计划。一个组织可以不知道自己有某个模式(或者叫“已实现的战略”),更不用说把它讲得一清二楚了。
当然,模式就像事物是否美丽一样,各人所见不同。但是任何一个人,只要把我们艺人的作品按时间顺序排成一排,找出一个清楚的模式就不成问题,至少在一定阶段如此。比如说,直到1974年,我的妻子只做小的装饰用陶制动物和其他小东西,但是“小玩意儿战略”忽然中止了,最后她做出饼状雕塑和陶碗,纹理清晰,没有上釉。
在组织中找到一个对等的行为模式并不很难。事实上,在我们的研究中,就连大众汽车和加拿大航空公司这样的大公司也再简单不过。把大众公司20世纪40~70年代的产品模型画到图上,就会清楚地发现该公司的模式是集中于甲壳虫车型,20世纪60年代末期才疯狂收购和开发新车型,寻找替代产品,到70年代中期才在战略上重新定位于更时尚的、用水降温及前驱动的汽车。
但是,当我们使用战略这个词时常常想到的那些正式的计划与宣告(所谓意图性的战略,与上文“已实现的战略”相对应)在哪儿呢?具有讽刺意味的是,这里其实有很多问题。例如,对单个艺人来说,她意图性的战略是什么?如果我们回到过去,我们能找到对该意图的表达吗?如果找到了,我们能信得过这种表达吗?我们经常否认潜意识中的动机,愚弄自己,也愚弄别人。记住,意图不值钱,至少在与现实相比的时候如此。
阅读组织的心灵
如果你相信,与生产汽车的现实的实践相比,我讲的这些与手艺人的弗洛伊德式潜意识之间的关系更大,那就请你再想一下。例如,谁知道大众汽车的意图性战略是什么?我们能把大众汽车的意向性战略简单地假设为公司的高层管理团队做的正规计划书或其他声明吗?也许这些只是无谓的空想、合理化的解释或者愚弄竞争者的伎俩?即使有表达出来的意图存在,组织中的其他人认可的程度有多高?我们如何阅读组织的心灵?到底谁是战略家?
战略管理的传统观点似乎可以轻而易举地解决这些问题,组织理论家称之为归因。你可以在各种商业新闻发布会上看见他们这样做。通用汽车采取了什么行动,那是因为史密斯(Roger Smith,时任通用汽车CEO)制定了战略。做了什么事?那肯定是有意而为,然后,自动地归之于领导。
在杂志的短文中做这样的假设是可以理解的。记者们没那么多时间去揭开战略的源头,何况通用汽车是个庞大复杂的组织。但是考虑一下这个假设中所掩盖的所有的复杂性与困惑——所有的会议、争论、众多人员、僵局、各种展开和没展开的思路。现在想像在这个假设的基础上试图建立一个战略制定系统,在这种情况下,一个正式的战略计划一败涂地还值得大惊小怪吗?
要解开这些疑惑——从我们在战略制定过程中所遇到的表面的复杂性中走出来,我们需要回到一些基本的概念。最基本的一点就是思考与行动之间的紧密关系,这是手艺的关键,也是战略手艺化的关键。
战略可以自然生成
实上,在关于战略制定的所有文章中,都把战略描述成一个深思熟虑的过程。我们先想,后做;先制定,后执行。这个步骤看起来完美无缺,为什么还会有人想另辟蹊径呢?
我们的陶艺人正在她的工作室里转陶土,做一个饼状雕塑。陶土粘在转轴上,圆形初现。为什么不做一个圆柱状花瓶呢?这个想法还会引出另一个想法,直到一个新模型形成。行为驱动思考:战略自然生成。
在户外,一位销售员访问顾客。产品不太对路,他们一起做了修改。销售员回到公司,做了相应的变动;两三个回合之后,产品最终合适,一个新的产品出现,并打开了一个新市场,公司也改变了战略路线。
事实上,大多数的销售员没有上述销售员或我们的手艺人幸运。在个人组织中,执行者就是制定者,因为创新可以轻易快捷地融进战略之中。在一个大的组织中,创新者与战略制定者之间可能隔了10级,他的这个主意也许只能向处于同阶层的同行们推销。
当然也有一些销售员可以自行其事,修改产品以适应顾客,并说服工厂生产。事实上,他们是在执行自己的战略,其他人也许不闻不问。有时候,他们的创新也会引起注意,或许是几年之后,那时公司流行的战略已经失败了,领导们正在物色新事物,那时会允许这个销售人员的战略在系统中流行,成为组织的战略。
我们都听过这样的故事,但是因为我们只愿意看自己相信的东西,如果我们相信战略是计划的,我们就不大愿意去想这个故事的真实含义。
看一看加拿大国家电影委员会是如何通过特色电影战略的。国家电影委员会是联邦政府机构,以创新和生产短记录片闻名。前些年,委员会资助了一位电影制片人的某个片子,这部影片出人意料地经久不衰。为了发行这部影片,委员会转向影院,不经意中获得了营销特色影片的经验。其他的电影制片人也看到了这一点,最后,委员会发现自己在实行特色电影战略——一种生产此类电影的模式。
我的观点很简单,简单得有点像骗人:就像战略可以被制定一样,战略也可以自己形成。一个已实现的战略可以通过对演进的形势做出回应而自然生成,也可以是深思熟虑,通过先制定后执行的过程完成。但是当这些计划中的意图没有产生意图的行为时,留给组织的就是一个没有实现的战略。
我们听到过很多没有实现的战略,而且几乎都伴随着执行失败的声明。管理不严、控制放松、人员不专心致志,理由满天飞。事实上,在大多数情况下,这样的解释过于简单。因此一些人越过执行去看制定的问题。他们看到,战略家们其实并不够聪明。
当然,很多意图性战略一开始就构思不当也是事实,我相信问题还是出在更深一层,这就是我们对制定与执行所作的人为的区分。人确实可以更聪明——但不仅仅是通过构思出更聪明的战略,有时候,通过允许战略借助组织的行为与经验而逐步自我发展,人们会变得更聪明。人们不可能总是聪明到可以提前把所有事情想清楚,对这一点,聪明的战略家应该很明白。
手与心
手艺人不会今天思考,明天行动。手艺人的心思连贯,与手紧密相联。而大的组织试图将心与手的工作分开。他们通常会切断两者之间关键的反馈连结。那位发现顾客需求未得到满足的销售员可能是整个组织中掌握了最有战略性信息的人,但是如果他没有权利制定相应的战略或者把信息传达给有权的人,这个信息是没有用的——因为渠道被封锁了,或者更简单,战略制定者们已经完成了战略制定。在传统的战略管理观念中存在一个极大的谬论,就是认为战略是高高在上的,与组织每天的经营细节相隔千里。这一点解释了今天的商业与公共政策中那些戏剧性的失败。
在麦吉尔大学,我们把加拿大电影委员会那种看起来没有明确意向的战略称为自然生成战略。行动简单地汇聚,呈现出一种模式。当然,如果这个模式得到认可,然后再被高级经理们论证一番,它也有可能成为深思熟虑的战略。但这一切都是事后所为。
这些听起来可能很奇怪,我知道。战略自然生成?经理们只是事后认可已经成形的战略?这些年来,我们在麦吉尔大学的研究小组遇到了很多反对意见,我们对战略一词下了一个被动的定义,但是又与意志密切相关,这令他们烦扰。毕竟,战略意味着控制——古希腊人用这个词来描述将军的艺术。
战略学习
但我们坚持这么用有一个原因:学习。纯粹的深思熟虑的战略一旦制定出来,就排除了学习,而自然生成的战略孕育着学习。人们采取一个又一个行动,并对每个行动的结果做出反应,模式最终得以形成。
我们的艺人想做一个独立式的雕塑模型,但是做不成,于是她这里捏圆一些,那里捏扁一些。结果看起来好一点,但还不够。她又做了一个又一个调整。最终,数日、数月或者数年之后,她完成了自己想要的作品。她放下这一个,又开始了新的战略。
当然,在实践中,所有的战略制定都需要两条腿走路,一条是深思熟虑,一条是自然生成的战略。因为就像纯粹的深思熟虑的战略排斥学习一样,纯粹的自然生成的战略也阻止了控制。如果走极端,两种方法都没有太大意义。学习必须与控制结伴而行,这正是为什么我们在麦吉尔大学的研究小组都用战略这个词来描绘自然发生的行为和深思熟虑的行为。
同样,世界上也不存在纯粹的深思熟虑战略和纯粹的自然生成战略。没有组织——包括古希腊将军控制的部队——能够见多识广到可以事事提前,而忽略学习的程度,也没有人——甚至独立的陶艺人——能够灵活多变到可以事事任其自然,丝毫不加控制。手艺也需要控制,就像手艺人必须对手头的材料做出反应一样。因此,深思熟虑的战略与自然发生的战略在终点上实现统一,在现实世界中也可以找到手艺化的战略。有些战略可能接近于某一端,但是更多的战略位于两者中间。以各种奇怪的方式形成的有效战略有效的战略可能出现在非常奇怪的地方或者通过最让人出乎意料的方法实现。制定战略没有最好的方法。
轮子上的猫模型失败之后,我们的陶艺人看到了公牛的形状。陶土还在转轴上转动,形成了一个圆柱。因为陶土的缺乏以及工作间的狭小,就做成一个饼状。错误变成了机会,限制激发了创造力。各种自然的经验,甚至包括厌倦情绪,都会激发战略变化。
战略手艺化的组织也会有相似的经历。看看加拿大国家电影委员会和它过去那些漫不经心的长电影,或者考虑一下放映用特殊音效与动画制成的实验电影的经历。20年来,委员会的这类电影就像水浅但流量稳定的小溪。事实上,在这条小溪中,除了一部电影之外,所有电影都是诺曼(Norman Mclaren)制作的。诺曼可能追求实验式个人战略,对他个人来说,也许是深思熟虑的,但是对整个组织肯定不是。20年后,其他人跟随了他的领导,溪流渐宽,他的个人战略变宽,成为组织的战略。(老纪按,这一点倒像是《温和激进领导》中阐述的道理)
倒过来想,1952年电视刚进入加拿大,国家电影委员会出现一个众口一词的战略。管理高层并不热心于为新媒体制作电影。但是当争论激烈时,一个电影制片人悄悄退出,为电视制作了一个系列片。先例既开,他的同事接踵而至,不出几个月,国家电影委员会和管理层就不得不以前所未有的尴尬承诺以后几年实施新战略。这个战略看似自然出现,实际上是因为很多独立电影制片人想制作自己喜欢的影片。我们能把这个战略称为深思熟虑的吗?对于电影制片人也许是,对于管理高层肯定不是。但是对于组织呢?这要看你的观点了,取决你如何阅读组织的心灵。尽管国家电影委员会的例子看起来有点极端,但是它突出了在所有组织中都可以找到的行为,尽管这种行为悄无声息。对这一点持怀疑态度的人可以读一下理查(Richard Pascale)的文章,该文讲述了本田汽车如何跌跌撞撞地在美国汽车市场获得巨大成功的故事。尽管事后看来这个战略聪明至极,但是经理们犯了几乎所有可以想像出来的错误,直到市场最后点醒了他们正确的方法。本田公司在美国的开本田车的经理们(这会在不经意中提高他们对市场的反应)至少做对了一件事:学习,第一手地学习。
如果把制陶匠人想像为一个个人组织,我们就会发现,制作陶器的过程和公司的战略制定过程十分相似。匠人和公司战略家都面临一个重大挑战:对组织的能力了如指掌(老纪按,一知半解下制定战略全靠想象力添油加醋),以便能足够深入地思考组织的战略发展方向。我们在上一期介绍了战略的自然形成过程,接下来再来看看战略的变化和战略管理的精髓。
来自草根的战略制定
就像花园里的杂草一样,战略可以在各种各样的环境中成长,只要人们有学习能力和相应的支持资源。我们在研究中发现,一些最有效的战略都把组织学习与深思熟虑、控制和灵活性结合在一起。
先看看所谓的伞形战略。管理高层建立起广泛的指导方针,把具体要求留给组织中的低层。这个战略不仅是深思熟虑和自然生成的,而且是深思熟虑地让其自然生成,因为整个过程是有意识地让战略沿固有的路线自然出现的。
深思熟虑的自然生成也是我们所说的过程战略。在此,管理层控制着战略形成过程,同时把具体内容留给别人。
过程战略与伞形战略都很流行,尤其是在急需专有经验与创意的公司中,比如3M公司、惠普和国家电影委员会。只有当执行者也是战略制定者时,这样的组织才会有效率,因为只有了解具体情况的公司低层人员有所需的技术能力。在某种意义上,在所有人都是手艺人的组织中,所有的人也都必须是战略家。
量子式跳跃
传统的战略管理观点认为,变化必须是连续的,组织应该具有适应性。然而这个观点的可笑之处正在于它的战略概念根植于稳定,而不是变化。这类战略会在计划书中说明战略的方向和行动路线。而事实上,只要拥有战略,尤其把战略制定得一清二楚,就会滋生战略变化的反对力量。
所以,传统观点没能抓住的要点是何时及如何推动变化。战略制定的一个根本性难题是协调稳定与变化之间的力量对比(老纪按,难的原因是战略制定者把制定战略当做了目标,而不是盈利或构建盈利能力本身)——一方面要集中力量,提高经营效率;另一方面要不断适应,与外部环境同步变化。
在研究中我们发现,组织解决这些反对力量的办法是今天集中精力解决一件事,明天集中精力解决另一件事。任何组织通常都会有非常明显的稳定期与变动期,尽管某个特定战略可能在末端不断变化,但却极少发生重大的战略定位的转变。
我们在研究加拿大大型连锁超市Steinberg时发现,该公司从成立到上世纪70年代中期的60年间只发生过两次大的战略转向:1933年转向自助服务;1953年引入购物中心与公共金融。而大众汽车在上世纪40年代末期到70年代中只发生过一次战略转向,即从传统的甲壳虫车型转向奥迪。
我在麦吉尔大学的两个同事在对大量公司进行研究时发现这种现象普遍存在,于是他们建立了一个理论,称为战略变化的量子理论,其基本要点是组织在不同时期使用两种明显不同的行为模式。
大部分时间里,组织追求一种既定的战略定位。变化可能是连续的,但都围绕着原来的定位。大多数组织都喜欢这个稳定期,因为这种成功不是来自战略变化,而是对原有战略的再开发。
与此同时,世界在不停地变化,有时缓慢,有时急剧,组织的战略定位也会突然或逐步地与世界不再同步,这时一定会发生战略革命。长期的演进式变化会突然被一轮革命式的动荡打断,组织迅速改变原有的很多既定模型。事实上,组织是想通过重新定位战略、结构和文化,以期跃进到一个新的稳定阶段。
量子理论适用于既定的大规模生产公司。它们对标准化程序的依赖度特别高,对战略再定位的抵制力也极强。因此我们发现,长期的稳定阶段被革命性变化的短期破坏阶段打破。
以大众汽车为例。著名的甲壳虫车型再加上整套严密的战略,使大众汽车在上世纪50~60年代忽视了市场的根本变化。当变化来临时,一定是猛烈的。大众汽车靠大杂烩产品度过了这一混乱期,直到一位新领导选定了一套新车型。战略再定位实际上就是公司文化的革命。
变化周期
在一个更有创意的组织中,我们看到一个更为平衡的变化与稳定模型。那些生产新产品的公司需要四处出击,以保持创意。经过这个阶段之后,他们也需要在混乱中理出秩序来。
国家电影委员会通过保持高度平衡的集中期与扩散期不断转移焦点。上世纪40年代,该委员会集中生产电影支持战争,战后则百花齐放。50年代,电视的到来带来一个新的焦点,但它来得快,去得也快,到50年代末期就发散了,世界又进入新的创意探索期。到60年代初期,社会的变化又引发出实验电影与社会问题的新集中阶段。
我们将这种在项目的基础上以创新的方式生产个性化定制产品的组织模型称为“随机制”。陶艺人也是这样一个组织,她的每个陶制品都很独特,而且她的战略变化模型与国家电影委员会很接近,有明显的集中期与分散期:1967~1972年集中于小玩艺儿;1976年是探索期,两次聚集于陶制雕塑;1981年前后开始研究新的方向;而最近,她的战略似乎正转向陶制壁画。
不管是通过量子革命或者是一致化与多样化的周期,组织需要及时将变化与稳定的基本力量分开,通过轮流关注来实现两者之间的协调。许多战略失败都可归罪于将两者混合在一起,或者以另外一个为代价,过分注重其中一方力量。
在很多手艺人的作品中,这个问题很明显。一方面,有些人执着于完美一个主题,从不改变。最后,创意从他们的作品中消失,世界抛弃了他们——就像战略革命发生前的大众汽车公司。另一方面,很多人在不断变化,从一个想法跳到另一个想法,从不落脚。因为没有主题,或者作品中体现不出战略,他们不能探索,甚至不能开发本能。因为他们的作品缺少内涵,接下来就可能有个性危机,手艺人与客户都讲不清作品的构成。我的两位同事在传统商业中也发现了这种行为的存在,称之为“盲目经营的冲动型公司”。在那些喜欢收购的公司中,这种现象十分多见。
将思考与行动手艺化
流行的观点把战略家看成是策划者或者有远见卓识者,是高高在上、向其他所有人布置卓越战略的某个人。在承认提前思考的重要性的同时(这个迂腐的世界尤其需要有创意的观点),关于战略家,我想提出一个不同的视点——把他们看作一种模式的识别者,一个学习者——他们管理一个过程,其间战略可以自然生成,也可以深思熟虑而成。我还想重新定义战略家,他们是多个个体组成的相互影响的一个集体中的一员,深至组织的心灵。这位战略家与其说是创造了战略,不如说是发现了战略(就在那里,拾起来,靠紧绷的一根神经,敏锐),通常这些模式的形成都源于一些意料之外的行为。
那么,这对战略手艺化有何意义呢?让我们回到与手艺相关的词:专注、经验、与材料的亲密接触、对细节的掌握、对和谐与整体的感觉。在实际执行中,懂得战略手艺化的经理不会花很多时间阅读专业报告或行业分析,而是喜欢通过个人接触了解组织与行业。他们对经验很敏感,知道尽管个人观点很重要,但其他因素对决定战略一定也有帮助。
管理稳定:管理战略首先是管理稳定,而不是管理变化。实际上,管理高层的大部分时间不应该花在战略制定上,而应该尽可能执行已有的战略,使组织变得更有效率。就像出色的手艺人一样,组织出色也是因为它们掌握了细节。
要管理战略,重要的不是推动变化,而是知道何时推动变化。战略计划的支持者常常会强求经理们为环境中永远的不稳定做计划(比如每年都重订五年计划)。但是执迷于变化会造成机能障碍。不断改变战略的组织就像一个不断换工作或不断换婚姻的人——这两种情况中的任何一种都会令人疯狂或麻木。计划变得如此频繁和机械,只能让组织对真正的变化不再敏感。(老纪按,朝令夕改的下场,就是一个狼来了的故事)
所谓的战略计划是一种方法,不是用来创造战略,而是将已生成的战略程序化。
察觉间断性:环境不会按照某种规律或顺序变化。虽然所谓“间断的年代”与环境“动荡”之论不绝于耳,但也极少有持续不断的剧烈变动。大多时候变化是微小甚至暂时的,不需要作出战略反应。偶尔会有重大的间断,或者出现更稀有的情况,环境面目全非,但这类变化很容易识别。
战略手艺化面临的真正挑战是察觉那些可能孕育未来商机的微妙的间断,这种间断没有章法可循,只有那些既与现有模式非常调和,又能察觉到其中重大间断的人才能发现。不幸的是,根据大多数公司的经历,这种战略思考会在长期稳定的环境里不断萎缩。所以,技巧是在大多数时间内管理既定的战略定位,但又有能力察觉那些真正重要的、偶尔出现的间断。
近半个世纪里,Steinberg连锁店都是创始人山姆(Sam Steinberg)一人经营的。有20年时间,这个连锁店只集中于完善在1933年引入的自助式零售。1952年,蒙特利尔迎来了第一个购物中心,山姆在一夜间意识到,要控制购物中心,必须在公共金融等方面进行重大变化。因此,他重新定义了自己的生意。战略管理的精髓就是具有作出这种转换的思考力。而且,这种能力更多地关系到洞察力与投入,而不是分析技巧。
了解生意:山姆是企业家的缩影,他在周六上午视察店铺,对生意的细节了如指掌。他说:“没有人像我们一样了解百货……我了解商品,我了解成本,我了解销售,我了解顾客。我什么都了解,并传授自己的所学。我教员工,这就是我们的优势。我们的对手根本追不上我们。”
这种知识类型不是智商型知识,不是分析报告或抽象的事实与数字,而是个人化的知识,是亲密的了解,就像手艺人对陶土的感觉一样。任何人都可以得到事实,但这种知识不是每个人都能得到的。“智慧”这个词用在这里最恰当。但是在我们为自己建立的官僚机构以及那些让领导远离经营细节的系统中,我们看不到智慧。如果你告诉我,有一个经理认为他可以依靠正式的规划创造战略,我可以告诉你,这位经理肯定对业务不够熟悉,或者对生意缺少创意。
管理模式:不管在公司执行部门还是陶艺人的作坊里,管理的一个关键就是察觉新兴模式的能力,并帮助它成形。经理的工作不仅是预想专门的战略,而且能在组织的其他地方认识它的出现,并在适当的时候介入。
就像公园里意外出现的杂草,有些自然出现的战略也许需要立即连根拔起。但是管理层不要急于斩除这些意外,因为明天的观点可能就来自今天的异常。
协调变化与连续:最后,那些考虑激进变革的经理应该牢记量子变化理论,如《圣经》所言,有些时间用来播种,有些时间用来收获。必须遏制一些新的模式,直到组织为战略革命做好准备。作为模式识别者,经理们应该有能力知道什么时候探索既有战略,什么时候鼓励以新代旧。
正如克尔凯格尔所言,生活总是向前走,但要理解生活,必须向后看。经理们必须为未来制定战略,但是必须通过过去来理解战略。只有理解了用自己的行为形成的模式,才能了解自己的能力与潜力。因此,战略手艺化和管理手艺一样,需要过去、现在与未来的自然融合。

Similar Documents

Premium Essay

Strat

...Presentation #2 - What kind of structure, controls, and culture would you be likely to find in (a) a small manufacturing company, (b) a chain store, (c) a high-tech company, and (d) a Big Four accounting firm? November 23, 2015 Team 5 (Kelsey Carragher, Mariem El Aloui, André Gordon, Dave Harris, Kathryn Ryan) Slide 1 – Introduction * introduce everyone, discuss how this chapter was a little bit confusing but we are going to try to break it down for the class as simply as possible by discussion the three organizational design properties; culture, structure and controls. * Furthermore we applied these design properties to four types of companies; small manufacturing company, Chain store, High tech and Big four accounting firm. * We will be applying the various strategies that are discussed throughout the chapter under the three categories. We tried to speak to every term in this chapter and identified one for each category and applied that to the various companies. Slide 2 – Organizational Design * Discusses the process of how a company should create organizational structure, control systems and a culture that will make support a successful business model. * Organizational Structure: Define organizational structure: Assigns employees to specific value creation tasks and roles and specifies how those are linked to increase efficiency quality, innovation and responsiveness to customers. * Control System: a set of incentives to motivate employees...

Words: 1025 - Pages: 5

Premium Essay

Strat Plan

...Strategic Plan; Home Depot Strategic planning is an organizational management activity that is used to set priorities, focus energy and resources, strengthen operations, and ensure that employees and other participants are working toward common goals. It is a disciplined effort that produces essential decisions and actions that shapes and guides what an organization is, who it serves, what it does, and why it does it. Strategic planning focuses on the future of the company. Strategic planning is building a plan that provides guidance in fulfilling a mission with maximum efficiency and impact for a company. Basically it is the Who, What, When, Where, How and How Much aspect to planning. “A company collectively tries to agree on where it is going (its vision) and how it’s going to get there (its strategy)” (Abraham, 2012). Strategic planning is a very important part of having a successful organization. Without it, the employees will not know what to do or why they are doing it and over time the company will not succeed. In order for the plan to be effective and useful, it should articulate specific goals and describe the action steps and resources needed to accomplish them. In other words, Strategic Planning is a regimented effort to analyze certain things like: the objectives of the organization, why it’s doing that and what is it going to do in the changing environment or future. I have selected Home Depot to analyze and prepare a strategic plan to grow the organization...

Words: 2087 - Pages: 9

Premium Essay

Business Strats

...Cango Week 1 And 2 Video Analysis Report Week 1 & 2 Analysis Report “Poor strategic planning is worse than no strategic planning. It can be a big waste of time and money” (“Strategic Thinking”, 2011, p.1). Strategic planning plays a very crucial role in helping organizations achieve their goals. The strategic planning process requires both managers and their subordinates to work together as a team to design, plan and implement those goals. We have noticed that there have been some deficiencies in the leadership of CanGo Inc. We have also provided some recommendations for the management team to improve their weaknesses so that the company can continue to stay successful in achieving its goals and launching itself to the online gaming industry. (1) There is a lack of mission, vision and value in CanGo Inc. Liz, the founder and CEO started her company with an emergent strategy process. This strategy would not allow the company to stay successful in the long run. Liz thinks that the success of the company has nothing to do with strategic planning. As a result, she fails to recognize the importance of strategic management planning. This issue is the top priority to be addressed because it is the core foundation of the success of the company (BUSN 460, Week 1 Video, 2003). (2) However, the management fails to analyze the company’s position in the market to set reasonable long-term and short-term goals. The goals and expectations seem to be unrealistic or unachievable. Goals...

Words: 2296 - Pages: 10

Free Essay

Trading Strat

...Trading Strategies 1. Based on the Dicky-Fuller stationary test the pair is not a promising pair. The statistic is 2.51, which is not promising 2. 3. Pairs Trading Strategy a. On the spread sheet columns E,F,G (PEP) and NOP(KO) are the various normalized N-day returns for the two stocks (N ranges from 5, 10, and 20 days). b. Column HIJ and QRS are c. Finally the differences between the z normalized returns are expressed in columns TUV (For example: T=zret5_pepsi minus zret5_coke). These are used find entry points and trade based on the spread. d. Trading on the spread means that when we go long the spread (Pepsi – Coke) it is equivalent to going long Pepsi and short Coke. When one of the stocks outperforms the other by a specific amount over a specific time period, you could short the outperformer and go long the underperformer with the expectation that prices will revert. e. Signal Column- If zdiff5 is less than the long entry threshold then long i.e 1, if zdiff is greater than short entry threshold then short i.e -1, if neither of the two then no signal i.e 0 f. Cap Column- If previous day’s position is long and zdiff5 > long cap then cap is hit. Vice versa for short position. g. Age Column- Age =1 if {(i) new signal and no previous position, (ii) flips position signal*previous position=-1, (iii) reach holding period limit and new signal is generated.} Age=0 if {(i) nothing happening and no previous...

Words: 424 - Pages: 2

Premium Essay

Strat Man1

...Module Handbook [Strategic Management] [19-6B02-00L] Module Leader: Deborah FitzGerald-Moore 2008-2009 Level [6] Undergraduate (September Intake) Faculty of Organisation and Management Events Management Subject Group Faculty of Organisation and Management Sheffield Hallam University, Howard Street, Sheffield, S1 1WB Contents WHAT’S THIS MODULE ABOUT? 1 MODULE TEAM CONTACT DETAILS 1 MODULE OVERVIEW 2 SCHEDULE OF STUDY 3 READING LIST 6 TASK BRIEF 1 - COURSEWORK 8 TASK BRIEF 2 - COURSEWORK 9 Presentation Assessment Criteria Task 1 11 Assessment Decision - Task 1 -Presentation 15 Assessment Decision - Task 2 - Company Report 16 TASK BRIEF 3 - EXAMINATION 17 What’s This Module About? This module is here to help you better understand how business organisations work. It will help you to consider why certain companies or organizations in your chosen sector are successful and some are not. Whilst it will not give you a crystal ball it will hopefully give you a forward looking perspective on your chosen industry and many of its major companies This module will also allow you to integrate the wealth of knowledge you have gained throughout your course. Strategy is manifest in all the functional activities of the company i.e. marketing, operations, human resource management and finance and at many different levels of the company from the Board of Directors down to Heads of Department. Strategic decision making occurs in all types...

Words: 4224 - Pages: 17

Premium Essay

Strat Mgt

...ABSTRACT Managers in the past decade have shown tremendous change therefore this assignment will seek to analyse the challenges, developmental needs, and opportunities that managers have been experiencing.To successfully fulfil this objective, a manager was chosen and was subjected to a lengthy interview. A thorough analysis was done on the response given by the manager linking the key concepts and theories. This assignment also requires an individual Management self-development plan that would be realistic, honest and capable of implementation. I have chosen the Boyatzis Competency model as my foundation model for my detailed interview. Its Eighteen (18) competencies is generalized statements of what ‘all’ managers need to be able to do; therefore the interview will seek to find out if the manager has acquired these competencies. BOYATZIS’ COMPETENCY MODEL 1.0 INTRODUCTION The globalization of markets and economic stability are the foundation for the significant changes that companies and organizations are faced to experience, as such many organizations are ensuring that management as well as employees are keeping abreast of the ever changing environment in this highly competitive global economy. An emerging trend with managers worldwide is the fact that they are more focused and concentrate on Learning, development and leadership skills as they believe that these are necessary to be able to perform as a competent manager. 1.1 MANAGEMENT Management is defined...

Words: 6199 - Pages: 25

Premium Essay

Strat Man

...JOLLIBEE FOODS CORPORATION Abstract This case study examines the rapid growth of one of the most successful companies in the Philippines, the fast food giant, Jollibee Foods Corporation. In this paper, detailed information regarding the company’s history and the measures it took to establish itself in its initial years was used in the in depth analysis of the company’s strategic plan. This also includes an analysis of their vision-mission statement as well as the analysis of their external environment using the PESTEL Framework. Company History Overview Jollibee Foods Corporation or JFC is centered on developing, operating and franchising fast food stores under the trade name Jollibee. The company operates on 3 segments: Food Service, Franchising and Leasing. The Food Service segment engages in the operations of quick service restaurants and the manufacture of food products to be sold to Jollibee Group-owned and franchised QSR outlets. The Franchising segment is involved in the franchising of the Jollibee Group's QSR store concepts. The Leasing segment leases store sites mainly to the Jollibee Group's independent franchisees. The company was founded by Tony Tan Cationg in 1975 and is headquartered in Pasig City, Philippines. Currently Jollibee is the largest fast food chain in the Philippines, operating over 750 stores.  A dominant market leader in the Philippines, Jollibee enjoys the lion’s share of the local market that is more than all the other multinational brands combined...

Words: 4883 - Pages: 20

Free Essay

Marketing Strats

...In 2014, China's creation, importation and utilization of wine totalled 1.16 billion liters, 383 million liters and 1.58 billion liters, respectively. It is assessed that the interest for wine in China will increment by 10% every year in the coming years. Market penetration will spread from costal front ranges to inland territories. The business channel of wine varies from eateries, bars, general stores, speciality stores, group purchasing and e-trade platforms. Market Growth Drivers A key development driver in the Chinese economy has been the fast rise in normal family unit livelihoods. Over the previous ten years, China has encountered an average GDP development of around 10%, which has made another center salary bunch with much higher disposable earnings. Moreover, Chinese urban populaces have expanded by an expected 153 million in the course of recent years (2005-2015); by 2025, it is expected that urban regions will develop from 607 million to 822 million people.4 China's significant urban communities – Beijing and Shanghai – will keep on being driving customer center points. Past Beijing and Shanghai, McKinsey predicts that by 2015, nine huge Chinese markets will represent 30% of extravagance utilization in China: Chongqing, Dongguan, Foshan, Guangzhou, Hangzhou, Nanjing, Shenzhen, Tianjin and Wenzhou.5 Luxury utilization will unmistakably incorporate luxury F&B items, as well as consumer goods. In the meantime, fast advancements in transportation (counting significant...

Words: 1349 - Pages: 6

Premium Essay

Strat Mgmt

...Chapter 1 Summary * A strategy is a set of related actions that managers take to increase their company’s performance goals. * The major goal of companies is to maximize the returns that shareholders receive from holding share in the company. To maximize shareholder value, managers must pursue strategies that result in high and sustained profitability and also in profit growth. * The profitability of a company can be measured by the return that it makes on the capital invested in the enterprise. The profit growth of a company can be measured by the growth in earnings per share. Profitability and profit growth are determined by the strategies mangers adopt. * A company has a competitive advantage over its rivals when it is more profitable than the average for all firms in its industry. It has a sustained competitive advantage when it is able to maintain above-average profitability over a number of years. In general, a company with a competitive advantage will grow its profits more rapidly than its rivals. * General managers are responsible for the overall performance of the organization, or for one of its major self-contained divisions. Their overriding strategic concern is for the health of the total organization under their direction. * Functional managers are responsible for a particular business function or operation. Although they lack general management responsibilities, they play a very important strategic role. * Formal strategic planning models stress...

Words: 3601 - Pages: 15

Premium Essay

Promotional Advertizing Strats

...Promotional and Advertising Strategies Nike and Under Armour Contemporary Business BUS08 December 6, 2014 Promotional and Advertising strategies are similar but at the same time very different. The advertising strategy is designed to sell a product. It is basically one way communications from the company to the consumer. This provides the consumer information to make a purchasing decision (Schermerhorn, Osborn, Uhl-Bien, & Hunt, 2012). Where as a promotional strategy is two way communications designed to increase sales and attract new customers. This is can be referred to as Branding. One key difference is promotional strategies give away something; this could be a free product or money off attracting consumers who would not be attracted under normal circumstances. This paper will investigate two top athletic apparel companies to understand their strategies. The two companies chosen for this project are Nike Incorporated and Under Armour. These two companies are two of the leading sports apparel companies. Both of these company’s focus their products on the athlete and specific sports. Nike Incorporated has been in business since 1964 and has a much longer history in the industry than Under Armour (UA) which joined the picture in 1996. Both companies make a variety of athletic apparel and a number of athletic shoes. This project will provide details on how each company compares in the athletic shoe market. 1. Compare and contrast the promotional strategies...

Words: 2655 - Pages: 11

Premium Essay

Ford Product Strat

...Product Strategy An American automaker brand, Ford, is recognized by the whole world. There are a lot of types of brands and Ford is categorized under manufacturer’s brand because Ford is its own manufacturer. As we mentioned earlier, Ford has already establishes a strong brand equity over the years. In 2013, an SUV, Ford Edge Hybrid was launched by Ford. The company used line extension strategy under branding to add another new product to its current product line by introducing Ford Edge Hybrid. Benefits/Features: Ford Edge Hybrid, an eco-friendly SUV is equipped with a sophisticated safety system, putting safety of passengers as priority while maintaining its sleek and sporty look. This American brand SUV has stability control and anti-lock brakes. It is also equipped with dual-stages front and side airbags for front and also back passengers. It also has a special system that is called Tire-Pressure Monitoring System (TPMS). When the tires are low on pressure, it will alert you. Since Ford Edge Hybrid is a new product from Ford, the company used product development strategy to introduce the SUV to its existing established markets like its home country USA, and Europe. In early times, Ford only focuses on its own country and never goes global. However, things are different nowadays and Asia countries especially China and Malaysia are one of the largest markets in the world. It catches not only Ford’s but the whole world’s attentions to move into this new segment of markets...

Words: 308 - Pages: 2

Premium Essay

Case Analysis Strat Mgt

...Case Analysis Paper AT&T Vs. Skype Author’s note This analysis will identify the key issues revealed in the case study, “Skype vs. AT&T and the future of telecommunications” (Strickland et al 2011). The analysis will explore the current state of the telecommunications industry with the rapid emergence of the Voice-over Internet Protocol (VoIP) technology, wireless communications and the effects on traditional landline or what is known as Publicly Switched Telephone Network (PSTN). This effort will look into current problems and successes with increased focus on AT&T and Skype. Additionally, this paper will attempt to provide a perspective on the key issues with assumptions of what some of the causal factors may have been. Finally, what the companies’ leadership may consider for the future. Prior to examining the key issues of Skype and AT&T, what is Skype vs. AT&T? Skype was currently one of the industry leaders in VoIP and desired to challenge AT&T and other large phone companies. The telecommunication business is certainly going through a technological revolution with increased demands for faster speeds and services. Additionally the infrastructure is in demand to grow with the customer needs. AT&T along with several other landline based companies owned a major portion of the Internet infrastructure. Skype requires access to the Internet by way of Internet Service Providers (ISPs) in order for Skype to provide their VoIP service...

Words: 1513 - Pages: 7

Premium Essay

Research Approach for Strat Plan

...“Strategic Management is defined as the set of decisions and actions that result in the formulation and implementation of plans designed to achieve a company’s objectives” (Pearce II & Robinson, 2013, p. 3). The process of Strategic Management consists of nine (9) steps. The first three (3) steps are crucial for an organization’s success: formulating company mission, conducting analysis on internal capabilities and assessment of the external environment factors influencing the company operations. This paper will begin the strategic planning process for ABC Financial Corporation. The paper will outline the ABC Financial Corporation's research approach that will be used for the strategic plan to validate vision statement as well as the sources that will be utilized in performing an external and internal environmental analysis. The organization’s vision statement “presents a firm’s strategic intent designed to focus the energies and resources of the company on achieving a desirable future” (Pearce II & Robinson, 2013, p. 34). The value of the mission statement “is its specification of the firm’s ultimate aims” (Pearce II & Robinson, 2013, p. 42). ABC Financial Corporation’s vision statement is “to be recognized for the unparalleled customer experience” (ABC Vision, 2013, para. 1). ABC’s mission statement reads “With our position of trust and our tradition of integrity, our shared mission is to know our customers and anticipate their needs; advocate and advise; innovate and surprise”...

Words: 676 - Pages: 3

Premium Essay

Case Strat Pol and Form

...Dollar Tree is the nation’s largest single price point retail with over 3300 stores across the United States. It has faced several issues that have led to organizational and leadership problems. 1. What are the chief elements of the strategy that “Dollar Tree” is pursuing? The chief elements important in this article are all related to the fact that the company was moving towards expanding the business and creating a competitive advantage. As the article says, the business grows so much that by 2009, there were over 33000 retail stores and 12 distribution centers. The chief elements are as follow: - To enter new geographic markets. - To gain sales and market share with lower costs. - Adhering to policies and procedures and making changes when needed. 2. What are the elements of “Dollar Tree” ’s Business Model? There are 2 elements in the Business Model of Dollar Tree, which are Customer Proposition Value and Profit Formula. Customer Proposition value lays out how the company is going to satisfy customer needs at a price the customer will consider a good value. In the case of Dollar Tree’s company one dollar for all products they offer is both a good value for the price they pay, and satisfying. Profit Formula describes how the company is going to determine a cost structure that will provide profits. Dollar Tree company, in order to keep up with competition, has to purchase very aggressively when products of extreme value come their way, even if it means overloading...

Words: 1551 - Pages: 7

Premium Essay

Strat Case Submission Appl Case

...Case Commentary This is a case about the company FedEx, a courier delivery service in US, which initially started off on a small scale and then started ramping up its facilities to reach the number 1 spot among all courier services. In June of 2000, FedEx, initiated Project ARISE .The major goals of project ARISE pertained to two major issues: the first was with respect to unifying the sales and marketing groups for both FedEx Express (air) and FedEx Ground (ground). The second issue was to develop a new compensation plan for the account executives now that their focus was on two different services (FedEx Express and FedEx Ground).In Jan 1998, FedEx acquired RPS, which would later become FedEx Ground, in order to diversify its delivery capabilities to both air and ground. Internally, combining these two departments would prove to be more cost effective; from a customer standpoint. Main issue How to evaluate the best account executive compensation plan for the integrated FedEx Express and FedEx Ground services that is in accord with the goals of Project ARISE. RECONMENDATION Solutions from FedEx end should be that they encourage cross-selling, and a first step in this process would be to declare quotas for sales force of both the firms. There is also a need to create a compensation plan that has greater clarity so as to give the sales force even more incentives. To properly connect both the Ground and Express lines of FedEx under a single sales team, a distinct...

Words: 452 - Pages: 2