HT公司企业战略执行体系诊断研究
摘要
当今世界,企业经营环境时刻都在发生巨大变化。2008年到2010年三年之间,伴随一场全球经济危机风浪起落,一些经历了生死考验和大起大落之后再度风光的企业逐渐认识到,无论是萎缩还是增长,现实的原动力并不完全来自企业自身,而更多的是外部环境突变的影响。对于企业本身来说,则更需要一些战略思考,注重企业持久竞争优势的建立和维持。因此,构建一个系统的战略执行框架,从战略层次把握企业总体发展思路,实时评价和控制企业的战略过程和企业绩效,快速动态地依据外部环境变化调整战略布局,才能从容应对内外市场的多变,先人一步把握成功关键因素。
虽然HT公司(下称HT)主营业务近几年取得优良业绩,但是这些成绩主要得益于市场需求旺盛,公司的内部管理还存在许多潜力可挖。本文通过对HT公司进行战略执行体系的诊断,发现公司存在战略的协同性差,战略目标未能达成共识,没有系统的战略体系,很难进入战略执行;在绩效管理上,与战略目标协同性差,存在负激励,绩效考核体系形同虚设,缺乏绩效辅导、反馈和改进机制,导致了HT公司的绩效管理不能支持战略落地;同时,人力资源与公司发展规模脱节,不能支持战略目标的执行;管理者素质与战略执行要求不适应;企业文化建设力度不足,呆滞的企业氛围令员工归属感低落。
文章最后针对诊断发现提出改善执行力的策略和实施方案。认为HT公司必须结合公司自身实际,从战略、运营和人员三方面系统改进,并构建执行力企业文化。首先要构建系统化战略地图和目标体系,使战略澄清到位,可执行性强;再建立绩效管理流程和制度,分解目标指标形成业绩管理系统;建立正向业绩评价体系以及绩效回顾与辅导流程,并与薪酬、晋升等激励机制联动;构建与战略匹配的人力资源及其规划体系;提升管理者素质,建设管理人才梯队;建设执行力企业文化,增强员工归属感。这些措施理顺了企业战略落地的整个过程,以真正让各类相关方在战略执行的各个过程中发挥应有的作用,从而保证企业战略目标的实现,最终形成以执行文化为核心,战略、运营和人员紧密联动的战略执行体系。
Today, the business environment has great changes in all the times. From 2008 to 2010 three years, accompanied by a global financial crisis storm landing, some experienced the test of life and death and change radically again after the scenery of the enterprises gradually realized, either atrophy or growth, realistic motive power is not completely from the enterprise itself, and more is the external environment of mutational effects. For an enterprise itself, is in more need of some strategic thinking, pay attention to the lasting competitive advantage of enterprises to establish and maintain. Therefore, to construct a systematic strategy implementation framework, from the strategic level enterprises grasp the overall development train of thought, the real-time evaluation and control of enterprise strategy and enterprise performance, fast dynamically according to external environment change to adjust the strategy layout, to take time for internal and external market is changeful, their ancestors step in grasping the key success factors.
Although HT company ( hereinafter referred to as HT ) main business in recent years has excellent performance, but these achievements are mainly due to market demand, the company's internal management still exist many potential can be dug.This article through to the HT corporation strategic executive system diagnosis, found that the company exists of strategic coordination of strategic goal, failed to reach a consensus, no systematic strategic system, it is difficult to enter the strategy implementation; in the performance management, and strategic goal synergy, a negative incentive, performance appraisal system exists in name only, the lack of performance coaching, feedback and improvement mechanism, led to the performance management of HT can not support the strategic landing; at the same time, human resources and corporate development scale disconnection, cannot support the strategic execution; quality of management and strategy implementation requirements do not adapt to; enterprise culture construction is insufficient, dull atmosphere in the enterprise makes the employees' sense of belonging.
Finally, put forward to improve the diagnosis execution strategy and implementation. Think HT must be combined with its own actual, strategy, operations and personnel from three aspects of system improvement, and construction of executive power of enterprise culture. First to build a systematic strategy map and target system, make the strategy to clarify in place, the executable is strong; to establish a performance management process and system, goal decomposition index form performance management system; to establish positive performance evaluation system and performance review and counseling process, and with the salary, promotion incentive mechanism linkage; construction and strategy human resource planning system; improve the quality of managers, construction management personnel echelon; constructing the execution of corporate culture, enhance their sense of belonging. These measures to straighten out the strategic management of the enterprises of the whole process, in order to make all kinds of stakeholders in the strategy implementation of all the process play its due role, so as to ensure the implementation of company strategy goal, eventually to the formation of executive culture as the core, strategy, operations and personnel close linkage strategy execution system.
虽然HT公司(下称HT)主营业务近几年取得优良业绩,但是这些成绩主要得益于市场需求旺盛,公司的内部管理还存在许多潜力可挖。本文通过对HT公司进行战略执行体系的诊断,发现公司存在战略的协同性差,战略目标未能达成共识,没有系统的战略体系,很难进入战略执行;在绩效管理上,与战略目标协同性差,存在负激励,绩效考核体系形同虚设,缺乏绩效辅导、反馈和改进机制,导致了HT公司的绩效管理不能支持战略落地;同时,人力资源与公司发展规模脱节,不能支持战略目标的执行;管理者素质与战略执行要求不适应;企业文化建设力度不足,呆滞的企业氛围令员工归属感低落。
文章最后针对诊断发现提出改善执行力的策略和实施方案。认为HT公司必须结合公司自身实际,从战略、运营和人员三方面系统改进,并构建执行力企业文化。首先要构建系统化战略地图和目标体系,使战略澄清到位,可执行性强;再建立绩效管理流程和制度,分解目标指标形成业绩管理系统;建立正向业绩评价体系以及绩效回顾与辅导流程,并与薪酬、晋升等激励机制联动;构建与战略匹配的人力资源及其规划体系;提升管理者素质,建设管理人才梯队;建设执行力企业文化,增强员工归属感。这些措施理顺了企业战略落地的整个过程,以真正让各类相关方在战略执行的各个过程中发挥应有的作用,从而保证企业战略目标的实现,最终形成以执行文化为核心,战略、运营和人员紧密联动的战略执行体系。
Today, the business environment has great changes in all the times. From 2008 to 2010 three years, accompanied by a global financial crisis storm landing, some experienced the test of life and death and change radically again after the scenery of the enterprises gradually realized, either atrophy or growth, realistic motive power is not completely from the enterprise itself, and more is the external environment of mutational effects. For an enterprise itself, is in more need of some strategic thinking, pay attention to the lasting competitive advantage of enterprises to establish and maintain. Therefore, to construct a systematic strategy implementation framework, from the strategic level enterprises grasp the overall development train of thought, the real-time evaluation and control of enterprise strategy and enterprise performance, fast dynamically according to external environment change to adjust the strategy layout, to take time for internal and external market is changeful, their ancestors step in grasping the key success factors.
Although HT company ( hereinafter referred to as HT ) main business in recent years has excellent performance, but these achievements are mainly due to market demand, the company's internal management still exist many potential can be dug.This article through to the HT corporation strategic executive system diagnosis, found that the company exists of strategic coordination of strategic goal, failed to reach a consensus, no systematic strategic system, it is difficult to enter the strategy implementation; in the performance management, and strategic goal synergy, a negative incentive, performance appraisal system exists in name only, the lack of performance coaching, feedback and improvement mechanism, led to the performance management of HT can not support the strategic landing; at the same time, human resources and corporate development scale disconnection, cannot support the strategic execution; quality of management and strategy implementation requirements do not adapt to; enterprise culture construction is insufficient, dull atmosphere in the enterprise makes the employees' sense of belonging.
Finally, put forward to improve the diagnosis execution strategy and implementation. Think HT must be combined with its own actual, strategy, operations and personnel from three aspects of system improvement, and construction of executive power of enterprise culture. First to build a systematic strategy map and target system, make the strategy to clarify in place, the executable is strong; to establish a performance management process and system, goal decomposition index form performance management system; to establish positive performance evaluation system and performance review and counseling process, and with the salary, promotion incentive mechanism linkage; construction and strategy human resource planning system; improve the quality of managers, construction management personnel echelon; constructing the execution of corporate culture, enhance their sense of belonging. These measures to straighten out the strategic management of the enterprises of the whole process, in order to make all kinds of stakeholders in the strategy implementation of all the process play its due role, so as to ensure the implementation of company strategy goal, eventually to the formation of executive culture as the core, strategy, operations and personnel close linkage strategy execution system.
引文
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[23]何纯玉.浅析以素质模型为核心来构建HR体系[J].《中国西部科技》,2004年11月.
[24]彭连港,周笑竺.论现实国有企业薪酬制度的完善[J].《中国商界(上半月)》, 2009年10期.
[25]余五玲.国有企业员工晋升通道设计——基于员工职业生涯规划的研究[J].《金卡工程:经济与法》,2009年,第2期.
[26]胡八一.《职业晋升如何落地:职业晋升设计的十大关键》[M].人民邮电出版社,2009年1月.
[27]吴琼.基于素质主导因素论管理者素质提升[J].《商场现代化》,2008年21期.
[28]王其敬.从构建和谐企业文化看领导者的执行力[J].《经济师》,2008年第4期.
[29]薛占新,王宏图.激励机制对企业执行力文化建设的作用[J].《科技与管理》,2008年04期.
[30]鲍升华.试论企业执行力文化建设[J].《江汉论坛》,2004年第10期.
[31]王德志.完善干部考核评价机制增强企业管理效能[J]《.人力资源管理:学术版》,2009年第7期.
[2]刘冀生.企业战略管理[M].北京:清华大学出版社,2003.1-24.
[3]斯蒂芬.P.罗宾斯.《管理学》[M].北京:中国人民大学出版社,2008年12月
[4]韦华宁.齐大庆,薛云奎.中国企业战略执行现状及执行力决定因素分析[J].《管理世界》,2005,9.
[5]毕意文,孙永玲《.平衡计分卡中国战略实践》[M].北京:机械工业出版社,2003.6.
[6]林俊杰.《平衡计分卡战略导向管理》[M].华夏出版社,2003,10.
[7]宝利嘉顾问.《战略执行—平衡计分卡的设计与实践》[M].中国机械工业出版社,2003,6.
[8]于斌,冯林,高向丽.企业战略执行理论研究新趋势[J].《技术管理》,2008,04.
[9]严先溥.消费升级为经济增长提供强劲动力[J].《消费经济》, 2004年第1期.
[10]孙东升.中国汽车产业发展研究概述[J].《汽车工业研究》, 2006,12.
[11]顾丽琴,沈安.汽车零部件供应商的绩效评价与选择[J].《统计与决策》,2010年第11期.
[12]陈桂玲.企业战略管理的模型化研究-从执行的视角[J].《生产力研究》,2007,8.
[13]才金正.企业执行力与战略实施[J].《东北大学学报(社会科学版)》,2005年第4期.
[14]郭存杰.知识经济时代企业价值驱动因素分析[J].《商业研究》,2005年第21期.
[15]赵大春.企业战略制定及其有效执行的思路浅析[J].《改革与战略》,2009年第2期.
[16]魏秀军.浅谈我国现代企业绩效管理系统[J].《民营科技》,2008年第11期.
[17]张志红.绩效管理本土化问题研究[J].《山东社会科学》,2009年第8期.
[18] R.A.Burgelman, Strategy Is Destiny: How Starateg-Making Shapes a Company’s Future, New York: Freepress,2002.
[19] C.M.Christensen&M.E.Raynor, The Innovator’s Solution: Creating and Sustaining Successful Growth, Boston: Harvard Business Scholl Press,2003.
[20]陈丽.王进朝.基于心理收入的知识型员工激励与企业绩效关系研究[J].《华东经济管理》,2009年9月.
[21]柯丽菲,黄远仅,何国煜.绩效评估体系有效性障碍因素探析-以中国移动G省公司绩效评估为例[J].《广西大学学报(哲学社会科学版)》,2007年01期.
[22]罗玲,王晶.用执行力破解我国企业战略迷茫[J].《科学学与科学技术管理》,2009,8.
[23]何纯玉.浅析以素质模型为核心来构建HR体系[J].《中国西部科技》,2004年11月.
[24]彭连港,周笑竺.论现实国有企业薪酬制度的完善[J].《中国商界(上半月)》, 2009年10期.
[25]余五玲.国有企业员工晋升通道设计——基于员工职业生涯规划的研究[J].《金卡工程:经济与法》,2009年,第2期.
[26]胡八一.《职业晋升如何落地:职业晋升设计的十大关键》[M].人民邮电出版社,2009年1月.
[27]吴琼.基于素质主导因素论管理者素质提升[J].《商场现代化》,2008年21期.
[28]王其敬.从构建和谐企业文化看领导者的执行力[J].《经济师》,2008年第4期.
[29]薛占新,王宏图.激励机制对企业执行力文化建设的作用[J].《科技与管理》,2008年04期.
[30]鲍升华.试论企业执行力文化建设[J].《江汉论坛》,2004年第10期.
[31]王德志.完善干部考核评价机制增强企业管理效能[J]《.人力资源管理:学术版》,2009年第7期.