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企业都希望拥有令人信服的战略,但很多企业的战略都像一盘大杂烩。各种动议和想法,单看上去都很有道理,合起来,却无法提供一幅清晰的战略全景。我们的研究显示,问题在很大程度上源于战略规划过程本身。对多数公司来说,战略规划的过程通常涉及有关产业评估的冗长数据分析和汇总,充斥着关于节省成本和扩大市场份额等专业术语的演示,再加上一摞让人难以招架的预算数据表。战略规划为什么很难付诸实施,也就不奇怪了。企业管理者已经被这一团乱麻缠得举步维艰。战略的制定过程常常劳民伤财,拖得人疲惫不堪,而企业的战略轮廓却仍然支离破碎,令企业无法走上高增长、高利润和强势品牌之路。我们研究过的一家企业,其战略重点是如此之多,以至于管理层不得不专门开会来决定何为重中之重。
Businesses want a compelling strategy, but many are a hodgepodge of strategies. All kinds of motions and ideas can make a single point of view. Together, they can not provide a clear and strategic panorama. Our research shows that the problem stems largely from the strategic planning process itself. For most companies, the process of strategic planning typically involves lengthy data analysis and aggregation of industry assessments, presentations of jargon such as cost-saving and market share increases, plus an overwhelming stack of budget datasheets . It is not surprising that strategic planning is hard to put into practice. Business managers have been struggling with this mess. The process of formulating strategies often leads to a waste of people’s money and frustration, while the strategic profile of the enterprises remains fragmented, leaving enterprises unable to embark on the path of high growth, high profits and strong brands. The one company we’ve studied has so many strategic priorities that management has to decide where to focus.