惠普战略规划与评审

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1、惠普的战略规划与评审hpconfidentialDW20(3/2000)惠普的计划理念PLANISNOTHING；PLANNINGISEVERYTHING。PLANISPAPERPLAN与PLANNING的区别PLANNINGISPROCESSAnnualPlan惠普的计划流程–TENSTEPPLANNINGTHETEN-STEPSStep1:STATEMENTOFPURPOSEStep2:FIVEYEAROBJECTIVESStep3:CUSTOMERSANDCHANNELSStep4:COMPETITIONStep5:IDEALSOLUTI

2、ONANDSTRATEGYStep6:IMPLEMENTATIONStep7:FINANCIALANALYSISStep8:EXTERNALASSUMPTIONSStep9:INTERNALINTERDEPENDENCIESStep10:FIRSTYEARPLANTEN-STEPPLANNING的战略性逻辑ExternalInternalStrategicOperationsUnderstandingtheopportunitiesStep3:Customers&channelsStep4:CompetitionStep5:Idealsolut

3、ion&strategyBuildingfocusStep1:StatementofpurposeStep2:Five-yearobjectivesStep8:Externalrisks&assumptionsStep9:InternalinterdependenciesMakingdecisionsStep6:PlanforimplementationStep7:FinancialanalysisImplementationStep10:First-yearplanValidation&monitoringPlanningtoplanAnou

4、tside-inapproachTEN-STEP运用结果示例年度计划：VOICEINFORMATIONSERVICESDIVISION（PDFFILE）TEN-STEP：CHPCSBUFY1998–2001（EXCELFILE）惠普的战略管理评审理念LOGICISNOTNECESSARILYPURSUASIVE逻辑是不容挑战的惠普的战略管理评审方法–QUALITYMATURITYSYSTEM（QMS）1.0TopicsKnowledgeAreas1.0StrategicDirectionSTRATEGICDIRECTIONPLANNING3.1

5、PlanningSystem3.2IncludingCustomerNeeds3.3Alignment3.02.06.1ActionsofLeaders6.2DecisionMaking6.3LeadingChangeLEADERSHIP6.05.0StrategicDevelopmentofPeopleDEVELOPMENTOFPEOPLE5.02.1EndCustomerIdentification2.2ValueDeliverySystem2.3OtherCustomersoftheSystem2.4CreatingPassionforC

6、ustomers2.5UnderstandingCompetitionCUSTOMERS&BUSINESSENVIRONMENT2.0EXECUTINGTHEPLANS4.1CrossOrganizationalProcesses,OrganizationDesign4.2ProcessManagement&Improvement4.3PlanDeployment&Review4.4ManagingRelationships4.5PerformanceMeasurement4.0QMS的实施流程BasicLeadingCompetitiveNa

7、rrativeResourcesHowToGetStartedTemplatesBasicLeadingCompetitiveNarrativeResourcesHowToGetStartedTemplatesReviewtheQMStopicsHoweffectivelyisyourentityperformingineachoftheQMSareas?FocusonaspecificbusinessandunderstandthebusinesssituationDetermineimportanceofeachQMStopictobusi

8、nesssuccessinthesegmentPositionentityperformance-Basic...Competitive...Lead