Green and concise enterprise strategic management PPT download, a total of 25 pages;
On the left side of the cover of the PPT template, a green triangle background image in a cascading style is placed. Fill in the PPT title of enterprise strategic management training on the right side. The interface style is simple and business-like.
The template content page consists of 23 green gradient slide charts and charts, and is typeset with training copywriting. In addition, it uses company team illustrations, business office illustrations and other decorations.
Enterprise strategic management PPT content introduction:
1. Overview of corporate strategy
The concept of strategy
The word strategy is derived from the military, and in ancient times it was called "Tao Strategy", which refers to the planning and strategy of the overall situation of the war. In China, the word strategy has a long history, and "war" refers to the war enterprise strategy ppt template, which briefly refers to "strategy". The Art of War is considered to be the earliest work in China to make overall plans for war. Now, the term "strategy" has been extended to the political and economic spheres, and its meaning has evolved to refer to overarching, overall, and victorious-beating strategies, programs, and countermeasures. From this point of view, Zhuge Liang's "Longzhong Pair" is a very representative strategic case in Chinese history.
Strategy refers to a series of overall and long-term plans made by the organization on the basis of comprehensive analysis of the internal conditions and external environment of the organization in order to achieve long-term survival and development. In layman's terms: strategy is all about doing the right thing (tactics: doing things right).
The strategy is characterized by:
Overall: From the perspective of the overall situation of the organization, the long-term goals and action plans of the organization's development must be determined.
Long-term: The focus of the strategy is the future of the organization, and it is to seek the long-term development and long-term interests of the organization.
Programmatic: Strategy is a kind of general and guiding provisions, which is a program for organizing actions.
Objectivity: The establishment of a strategy must be based on an objective analysis of the internal and external environment.
Competitiveness: An important purpose of strategy is to defeat competitors in competition and win the market and customers.
Risk: The strategy focuses on the future, but the future is full of uncertainties, which will inevitably lead to certain risks in the strategic plan.
Why do you need strategy
Strategy points out the direction for the development of the enterprise. Business strategy is the program of action of an enterprise and all its employees. If an enterprise does not have a strategic corporate strategy ppt template, it is like a ship without a rudder and without a direction.
Strategy improves the anticipation of the business and overcomes short-term behavior. The ancients said, "Those who do not seek the world are not enough to seek a time, and those who do not seek the overall situation are not enough to seek a domain." This illustrates the importance of planning for the future.
Strategy is the key to the success or failure of enterprise management.
According to the RAND Corporation's research, 85% of large business failures are caused by major decision-making mistakes by managers.
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2. Overview of strategic management
What is Strategic Management
Although the armed forces are engaged in warfare and enterprises are engaged in competition, although the two are fundamentally different, there is a word for "contention." In 1965, Ansoff published his first book on strategy, Enterprise Strategy, which became the starting point for the study of modern enterprise strategic management theory.
Enterprise strategic management is a dynamic management process in which the senior management of the enterprise determines and selects the effective strategy to achieve the goal on the basis of fully analyzing the internal and external environment of the enterprise for the long-term survival and development of the enterprise, and puts the strategy into implementation, control and evaluation.
Enterprise strategy is essentially a kind of "plan or plan" of an enterprise, while strategic management is the formulation, implementation and control of the "plan or plan" of an enterprise. Strategic management is equivalent to the individual's "career planning", for the individual, it can be "busy to the point", to prevent inadvertently entering the self-growth trap of "too busy at work and no time to think" or "too much thinking and no time to work".
Strategic management is known as the "bible" of business enterprise operations, and the strategic management program is the core curriculum of MBA and MPA, that is, the Master of Business Administration and Master of Public Administration, and is also the "repertoire" of most modern manager training programs. The management team of many enterprises uses the core theory of strategic management to escort their own enterprises.
Principles of strategic management
Strategic management helps businesses on the path to success. However, incorrect strategic management can sometimes backfire.
1. The principle of adapting to the environment
Enterprises are an integral part of the larger social system, and their existence and development are largely affected by various environmental factors inside and outside the enterprise.
2. The principle of whole-process management
Strategic management is a process that roughly includes the following steps: strategic analysis, strategy formulation, strategy implementation, strategy evaluation and revision.
3. The principle of full participation
Strategic management is not only a matter of enterprise leaders and strategic management departments, but also all employees of the enterprise will participate in the whole process of strategic management.
4. The principle of overall optimality
Strategic management should treat the enterprise as a whole, and emphasize the overall optimum, rather than the local optimum.
3. Strategic management process
Strategic Analysis-Strategy Customization-Strategy Implementation-Strategy Evaluation
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Keywords: green concise PPT template, enterprise strategic management PPT download, .PPTX format;
How to clarify the strategic positioning and strategic goals of the company?Uninvited, I wrote an article about setting corporate goals through BSC before, I hope it helps
How to set goals for your business ?—— help you map your strategic goals with a balanced scorecard
I am an enterprise personnel management system consultant, the service enterprises have strong R & D capabilities and serve large technology enterprises of high-tech small and medium-sized enterprises, in the process of communication with these small and medium-sized enterprises, I found that although I provide management system services, but many customers focus not only on the system itself, they are more interested in the discussion of management issues, especially target management, and on this issue, most of the customers most often talk about the internal team of the assessment index setting. Because our system has a performance appraisal function, we often encounter customers who ask for the system to directly help them generate appraisal indicators, and some clients want external consultants to directly help them set the team's appraisal indicators (of course, there are consulting companies that specialize in selling performance appraisal indicator templates in various industries, but I don't believe that there is any management system that can be standardized and transplanted, and the management system of the enterprise must take root in its own enterprise soil). As a consultant, I am usually happy when I encounter this demand, because it means that the client is thinking about the important issue of motivating the team, but at the same time, I am a little helpless, because it is obviously a quick idea to have a system or an external consultant unilaterally tell the company what evaluation indicators should be set. Behind this urgent demand is the confusion of small and medium-sized business owners about how to motivate their teams to achieve their corporate goals efficiently. Fortunately, the company's strategic positioning company, although we as an external consultant can not directly tell the customer what goals should be set for the team, but we know how to set the goals correctly, by giving the enterprise the right methods and tools, do not need to be a management expert, small and medium-sized enterprise owners can also set the most reasonable goals for their team, because no one can know their own business better than the business owner himself, what you lack is just a set of methodology.
What role can good goal setting make?
Any enterprise needs goals, and also wants to set good goals, although so, but what role can good goal setting play? Many enterprise goal setting revolves around performance appraisal, and the subtext of this is: "The company sets goals for the purpose of assessment, and whoever does it can be rewarded, and those who do not complete it will get nothing, and even be punished." Therefore, as mentioned earlier, when it comes to management by objectives, many clients ask consultants for a KPI dashboard of a leading company in their peers, mistaking the assessment indicators for corporate goals. Performance appraisal is very important, and it is indeed a part of the corporate goal setting process that must be taken into account, but this is only one of the links, I think a good goal setting should be able to do at least the following three things:
1. Let the team focus on the company's strategy - the team focuses on the really important things, so as to achieve a strategic synergy;
2. Motivate the team to complete the company's strategy - let everyone know how challenging strategic goals can be achieved;
3. Provide a basis for the team's performance appraisal - bind the team's interests to the company's strategy, and reward and punish based on the contribution to the strategy.
How do you set the right goals?
It is not difficult to understand the fact that goals serve strategy, so good goal setting must revolve around corporate strategy, simply put, the goals of each department are ultimately aligned with the company's strategic goals, and they are also synergistic with each other. The goal of each department is the most important thing that each department must complete in a period of time, don't naturally believe that your department head is very professional, so they know how their resources should be allocated, they can do a lot of things, but for enterprises, only things that can serve the realization of the company's strategic goals are really important, we must first ensure that the goals of each department are aligned with the company's strategic goals when setting goals, for example, a company will implement a product leadership strategy in the next three years, and the strategic theme of the R&D department (key tasks with strategic significanceIf the team performance indicators of the R&D department are still product gross profit margins, project overdue rates, and R&D error rates, which are common daily work performance indicators for the R&D department of any company, then do you think that even if each indicator is fully scored, the performance results of the R&D department can help you achieve the strategic goals of the enterprise? You will find that these indicators seem to be applicable in any company, in any strategic context, and there is no way to tell the employees of the R&D department what strategic goals the company hopes to achieve, and these indicators are likely to be just a few commonplace KPIs for employees, let alone measure the contribution of the R&D department to the company's strategy. In addition to aligning up and down, any business is composed of different functions (as shown in Figure 1), whether they can form a synergy with each other is the key to the successful implementation of the strategy, as the so-called five fingers should be clenched into a fist (can your team work together effectively with each other?), if the direction is not consistent, how can it be achieved together? For example, in the above example, the company decided to adopt a product leadership strategy to seize the head customer market through the most high-end products and the most cutting-edge technology, when the R&D department is doing its best to tackle technical problems, the sales department should not still be busy with the original customers, the original product intensive cultivation, but should create a matching solution ability and head customer relationship development ability as the immediate strategic theme, but if the sales department's team performance measurement indicators are still the annual sales growth rate, the annual product profit target completion rate, Accounts receivable, account period, etc., do you think the sales department can help you achieve the strategic goals of the enterprise? Wouldn't a large amount of R&D investment cause a significant risk of loss to the enterprise? Therefore, when we set the team goal, we must first clarify what is the strategic direction of the enterprise in the next 3-5 years?
Figure 1: Universal Organizational Value Chain
Align with this strategic direction to identify the strategic tasks that each function responsible for each part of the value chain should accomplish and how well they can work together. But how? Next, I'll introduce a goal-setting tool, the Balanced Score Card (BSC), and an easy-to-understand example that might shed some light.
The Balanced Scorecard is a famous management theory put forward by American management scientists Robert Kaplan and David Norton in 1992, which breaks through the traditional financial statement framework for measuring financial results, and proposes a balanced scorecard framework for measuring strategy, the balanced scorecard theory believes that financial indicators can only measure the financial performance indicators of enterprises, and financial performance indicators are often lagging outcome indicators, but corporate strategy is a hypothesis of the future, which assumes that an enterprise achieves one or more strategic goals of an enterprise by completing a series of future business activities, and the results of these strategic objectives are often measured by financial indicatorsAlthough lagging financial indicators can well describe the results of strategy implementation, these lagging financial outcome indicators cannot describe a series of future business activities assumed by the strategy (such as shareholder return of 15% So if you only set a series of financial indicators and the company is strategically positioned to position the company, at best, the company has a clear idea of what it wants to achieve when it implements the strategy, but the strategy is still missing, because it is impossible for the team to know what actions should be taken to achieve those goals. The Balanced Scorecard provides a framework for describing strategies as a clear set of testable cause-and-effect relationships that are matched to the driving operational activities required to achieve the strategic objectives (lagging outcome indicators) through the implementation of the strategy (lagging outcome indicators). Figure 2 shows the basic structure of a balanced scorecard, although we believe that financial indicators are lagging and cannot describe strategy, but the balanced scorecard starts from the financial dimension of the company, because no matter how great your strategic goals or vision are (for example, Alibaba makes it easy to do business in the world), in the end, it must bring enough business returns to shareholders to prove the business value of the enterprise, so the scoring scorecard must first be clear: " If the company's strategy is realized, what does it mean for the company's shareholders in terms of financial results?How fast do we need to grow and how high is the profit or shareholder return?"But it's not enough to have financial goals, it's more important to achieve those goals, and the next question is: "Who are the company's customers and what products and services do our customers need to enable us to achieve the financial goals we have set?"
Figure 2: Schematic diagram of the Balanced Scorecard
This part often includes the value proposition of the enterprise and the competitive advantage that distinguishes it from competitors ( ), and will also set the corresponding customer dimension measurement indicators accordingly. The setting of the above two dimensions of goals basically clearly defines the strategic direction of the enterprise from the perspective of shareholders and customers, but it is still not clear what needs to be done within the enterprise to achieve success in the financial and customer dimensions, so in the third layer of the scorecard, we must be clear: "From the perspective of the internal process of the enterprise (that is, from the perspective of the internal value chain of the enterprise as shown in Figure 1), the various functions within the enterprise, such as marketing, product development, supply chain, Administration, etc., what operational activities must be completed to support the success of the financial and customer dimensions?" can be understood as the organizational and process change projects that need to be carried out by various functions within the enterprise during the implementation of the strategy. The final dimension – learning and growth – clarifies: "What organizational capabilities do organizations need to build and improve in order to support the implementation of the above strategic themes, such as talent, technology, IT, corporate culture, etc.?"
Figure 3: Strategic Map of Mobil Oil (taken from Robert Kaplan and David Norton's Strategic Center Organization)
We can use Mobil's strategic map as an example to see how using the Balanced Scorecard to set team goals actually works.
background
Before designing this strategic map, Mobil was faced with the fact that it wanted to advocate a product leadership strategy, but the fact was that its gasoline products were homogeneous with its competitors, and even some competitors had lower crude oil costs, which led to low-price competition, and both Mobil and its competitors focused on reducing costs and improving the efficiency of asset use, while the oil industry was capital-intensive, with a high proportion of raw material costs and depended on market pricing, which made it difficult for Mobil to improve its declining profitability by repeatedly reducing costs。 In an effort to reverse the decline, Mobil began to reformulate its strategy with the Balanced Scorecard and set new targets.
Financial dimensions
As a mature public company, Mobil has set the ultimate goal of improving shareholder return (ROE), and it hopes to increase ROE from 7% to 12% within three years, which is a very challenging goal in a capital-intensive, competitive (gasoline is not a completely monopolized consumer market in the United States) and very mature industry, Mobil plans to implement a two-part strategy - revenue growth strategy and productivity improvement strategy - To achieve this goal, the first part of the revenue growth strategy requires Mobil to go beyond sales revenue growth, but to find ways to achieve "volume and price growth", i.e., overall revenue growth that exceeds the industry average, and on the other hand, Mobil must also find ways to increase the average selling price to increase gross margin. In the homogeneous and competitive gasoline product consumption market, Mobil plans to increase the sales volume and gross profit of basic products by increasing the proportion of high-end gasoline products, while providing more non-gasoline products and value-added services (such as convenience stores, car washes, maintenance, etc.), and has set relevant financial indicators (see Figure 4). The second part of the production strategy requires Mobil to implement a new revenue growth strategy without significant increases in its operating costs and net capital investment, so Mobil has set strategic themes for its productivity improvement strategy to be the industry leader in cost management (operating costs per gallon below the industry average) and maximize the use of existing assets (positive net operating cash flow), and set relevant financial metrics (see Figure 4).
Figure 4: Mobil Oil Strategy Map – Financial Dimensions (taken from Robert Kaplan and David Norton's Strategic Center Organization)
At this point, the financial dimension of Mobil's strategic map has become clear, in order to achieve aggressive return targets, Mobil must achieve multiple financial goals in terms of revenue growth and revenue quality and cost control at the same time, there seems to be a natural contradiction between revenue growth strategy and productivity improvement strategy, logically speaking, when a large enterprise needs to launch new products, gain industry-leading growth, Entering a new market segment where cost increases and capital investment are inevitable, making cost reduction and asset efficiency strategies seem challenging, and the Balanced Scorecard helps companies show how they can do that.
Customer dimensions
After setting challenging strategic targets for revenue growth, Mobil had to think about how to achieve it, and Mobil, like most of its competitors, has been providing all consumers with a full range of gasoline products and striving to achieve market share leadership in each segment, which has led to competition in each segment at near-lowest prices in the market, and this competitive strategy has put Mobil under a lot of pressure to make a profit for a long time. The strategy of the customer dimension of the balanced scorecard begins with the choice of the customer, and the so-called strategy requires both "battle" and "strategy", which requires decision-makers to make trade-offs. In order to support its revenue growth strategy of increasing sales of high-end products and value-added services, Mobil has decided to focus on the first three and abandon the "housewives" and "price sensitive" groups that value money. Mobil's new customer base is not sensitive to the price of gasoline products, but has high requirements and loyalty to quality and brand
Figure 5: Mobil Oil's customer base segmentation (taken from Robert Kaplan and David Norton's Strategic Center Organization)
degree, focusing on the service experience, such as fast and convenient, and not just buying gasoline products. Focusing on the selection of target customers, Mobil first formulated the strategic theme of "providing customers with a pleasant consumer experience" in the customer dimension, and put forward clear differentiation and basic customer experience requirements, and all measurement indicators were also based on this setting (see Figure 3). However, it is not enough to clarify the new end customer positioning, because Mobil does not directly serve the end consumer, but sells products and services to customers through a huge dealer system (gas station owners). Dealers and Mobil have traditionally been in competition, especially in the period of fierce price competition, product profit margins are not large, dealers earn a dollar less, Mobil has a dollar more profit, so if the relationship with dealers cannot be changed, Mobil's new customer strategy is destined to be aborted. In order for Mobil to change its competitive relationship with dealers, it is necessary to enable dealers to benefit from the new customer strategy so that they can buy into the new strategy and communicate Mobil's new strategic intent to target customers through better service levels. Under the new revenue enhancement strategy, Mobil is expected to expand the whole "cake" through higher product prices, higher product sales (from increased market share in the high-end market) and more revenue from non-gasoline products, from which Mobil will share with dealers, so that dealers may obtain more profits by improving service levels and increasing service types, and Mobil has proposed to establish a "win-win dealer partnership" in the customer dimension and take dealer profit growth rate and dealer satisfaction as the measurement indicators of the customer dimension (Figure 3).
At this point, Mobil's strategic externality target framework (strategic objectives related to shareholders and customers) has been formed, and then Mobil needs to think about what kind of processes and organizational capabilities (culture, organization, processes, talents, skills, systems, etc.) the company needs to support such changes to accomplish these unprecedentedly challenging strategic goals, which is the second half of the strategic map - the internal process dimension and the learning and growth dimension.
Internal processes
When setting the financial dimension goals, it was mentioned that Mobil implemented two strategies at the same time - revenue growth strategy and productivity improvement strategy - In order to achieve the goal of improving the overall profitability level, in the customer dimension, we have formulated the revenue growth strategy objectives are around the downstream sales side of the change, but because the oil price itself can not be improved, so even if the client's change is successful, it is only through the improvement of the income structure to bring the growth of the revenue side, this unilateral profit improvement is not enough to support the realization of the overall financial goal, so in the downstream to adopt the product differentiation strategy, we must also adopt the productivity improvement strategy in the upstream supply chain link to improve the cost side, in order to form a synergy with the improvement of the customer dimension, and because Mobil is not a simple trading companyIn order to support the realization of these two strategies, we need to set corresponding internal process change strategic objectives in the internal process dimension.
Figure 6: Mobil Oil Strategy Map – Internal Process Dimensions (taken from Robert Kaplan and David Norton's Strategic Center Organization)
In order to support the achievement of the two objectives of the customer dimension, Mobil has redefined two strategic themes of internal processes – establishing a new dealer system – the former with the primary goal of empowering distributors to increase sales of non-gasoline products and services, and the latter with the primary objective of better understanding the needs of target customers to launch better products and services. In order to support the productivity improvement strategy, Mobil has defined two main internal process strategy themes – operational excellence, enhanced supply chain efficiency and product and service quality, and corporate citizenship, with the latter focusing on ensuring safe production and environmental protection, because for petrochemical companies like Mobil, safety accidents, Unfavorable factors such as environmental accidents often lead to significant increases in costs and reductions in production efficiency, which are no less important than the construction of a new customer service system and the optimization of the operation system, so the strategic objectives of safety production and environmental protection are essential, and Mobil has set corresponding measurement indicators for this.
Learn & Grow
Finally, Mobil has set strategic goals in the learning and growth dimension in terms of human skills, IT systems and corporate culture that are needed to support these strategic objectives. In terms of talent skills, since the scorecard was developed at the highest level of the Group, the talent targeted mainly refers to middle and senior management talents, excluding junior employees. In terms of IT systems, as Mobil has implemented a new strategy and a new strategic management system (Balanced Scorecard), Mobil requires a new strategic information system that will allow the whole company to have timely access to information related to the execution of the strategy (not an ordinary business data system, but a data system built around a strategic map at all levels); , bureaucratic organizational atmosphere.
At this point, the Mobil Group-level Balanced Scorecard strategic map has been formed, of course, this is only the starting point of the entire strategic goal setting process, due to the large scale of the Mobil enterprise, after the release of the group's strategic map, the following business units, functional departments around the group's strategic map to generate their own strategic map. So, what did we see in the generation of this Mobil Group strategy map based on the Balanced Scorecard? We saw a clear strategic direction (what problem to solve?), a clear cause and effect relationship (why did we do this?), a balanced strategic focus (covering all aspects of the business), and meaningful KPIs (no longer a cookie-cutter metric template, but a personalized metric that communicates strategic intent). As can be seen from Mobil's Balanced Scorecard (Figure 7), each of these indicators is set from a strategic objective, and each strategic objective serves a strategic theme, and each strategic theme is not isolated, but can be connected to another larger strategic theme (the various correlation paths are shown by the arrows in Figure 3). Therefore, the goals formulated in this way must be closely related to the corporate strategy, and all the measurement indicators can also measure the strategy, at this time, our goal setting is no longer to find beautiful KPIs to serve, but to let KPIs serve the strategy we want to achieve.
Figure 7: Mobil Petroleum Balanced Scorecard (taken from Robert Kaplan and David Norton's Strategic Center Organization)
In addition to being able to closely follow the strategy by setting goals through the Balanced Scorecard, I believe you have found that this strategic map makes the company's strategy more simple and easy to understand, just like when introducing the strategic map of Mobil Oil, although we as "passers-by" do not know the company and the industry in which it is located, but we can still roughly understand its strategic intent through the strategic map of Mobil, so if you can read it as an outsider, let alone the insiders of the company? The second effect of good goal setting, which we talked about at the beginning of the article, is to motivate the team to accomplish the company's strategy – to make it clear to everyone how challenging strategic goals can be achieved. Many companies' strategies are not transparent to employees, and even executives can't say clearly, so at this time, the goals set by the boss for the team can play a motivating role? Some people may think that as long as they are told to complete the big bonus, there will be an incentive effect, this is not completely wrong, but the premise is that the goals set by others should think that it is possible to do, just like Mobil's strategic goal - within three years, a large enterprise with tens of thousands of employees will be in a heavy capital investment, slow growth, If we don't use the Balanced Scorecard to convey the strategic assumptions of the company to the employees and let them know how to achieve this challenging goal, but directly assign the KPIs set earlier to the various departments, the employees may only think that this is whimsical, and any reward promised by the company at this time, the employees will only think that it is a blank check, not only will not have an incentive effect, but even play a negative role. So, a goal that is challenging, but possible to achieve through hard work, can play a role in motivating the team, and the strategy map is a good strategic communication tool.
The third effect of good goal setting mentioned above is to provide a basis for the team's performance appraisal - to bind the team's interests to the company's strategy, and to reward and punish based on the contribution to the strategy. In the Balanced Scorecard, all dimensions of the goal are ultimately required to be matched to the indicators that can effectively measure the achievement of the goal, if a goal can not be effectively measured, then the setting of the goal needs to be reconsidered, which ensures that we can measure the progress of strategy implementation and the performance of the team responsible for the goal through the Balanced Scorecard, so that the interests of the team are bound to the strategic performance of the enterprise, avoiding the dilemma that the employee KPI is full score, but the overall performance of the enterprise is not good.
These are some of my thoughts and suggestions on corporate goal setting, and the BSC is suitable for all types of businesses, from successful companies like Mobil to lesser-known small businesses that have been used successfully by the private sector and by non-commercial organizations that have relied on it for their success. I think it's probably easier to use, especially for small businesses, because small businesses have low internal and external complexity, making them ideal for such a simple and straightforward strategic tool. Of course, no tool is omnipotent, in my work, often encounter customers "superstitious" in some tools, that as long as the introduction of some famous management tools, the problems faced should be able to be solved, but often this time the effect is not ideal, in addition to the objective situation may exist some "unsuitable" factors, enterprise managers are often in the process of using the tool as a "hands-off shopkeeper", expecting this tool and implementation consultant to solve the problem for him. The reality is that any management tool needs to be firmly implemented by the managers of the enterprise itself, otherwise it is just a set of beautiful theories, just like taking medicine to cure the disease, the doctor prescribes good medicine, but if the patient does not insist on taking medicine according to the doctor's instructions, then no matter how good the medicine will not have any effect. Therefore, whether it is a balanced scorecard or other tools, when a company wants to introduce a tool, it is recommended that the company's managers can learn with an open mind, persist in implementation, keep practicing, and constantly review, and finally make themselves experts in using tools, rather than superstitious people in tools.
References:
1. "Strategic Center Organization———— Robert Kaplan and David Norton
2. Strategy Map———— Robert Kaplan and David Norton