韬睿：企业愿景丶使命丶价值观与业务战略明晰指引.ppt

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企业愿景、使命、价值观与 业务战略明晰指引 韬睿咨询战略阐明方法 －Strategy Articulation Road Map 战略目标 Strategic Objectives 战略 Strategy 驱动因素 Drivers 愿景 Vision 使命 Mission 价值观 Values 关键绩效指标標 Key Performance Indicators 战略阐明过程(释例) －某国际性汽车公司公司中国分公司 战略 Strategy 专注于客户客 满意度之提升 发展新销售网络 建立创新的 售后服务标准 持续推展 高品质产品 战略目标 Strategic Objectives 高效的客户服务 新销售渠道销货量 达总营业额的15％ 将平均维修 期间较少至3天 顶尖质量的产品和服务 驱动因素 Drivers 愿景 Vision 使命 Mission 价值观 Values 保持在中国汽车市 场的领导地位，并发 展成为一家具有国 际水平的汽车公司 质量 服务 持续改进 成为优质可靠的 卓越汽车制造商 关键绩效指标 Key Performance Indicators 新渠道数 维修时间 培训课程 参与人数 客户 满意度 新渠道 销货量 新产品 维修率 新产品 瑕疵率 企业愿景、使命、价值观与 业务战略明晰工作思路 我们现在要阐明的是... 战略目标 Strategic Objectives 战略 Strategy 驱动因素 Drivers 愿景 Vision 使命 Mission 价值观 Values 关键绩效指标 Key Performance Indicators 企业愿景 Shared Vision 企业未来想要达成的模样、境界 What the organization hopes to become Example of Vision - General Motor Corporation At GM, we are striving to create and maintain an environment that naturally enables the people of General Motors, its unions, suppliers, and dealers to fully contribute and achieve personal fulfillment in the pursuit of total customer enthusiasm. 2010年成为全球第五大汽车品牌 Example of Vision - Hyundai Motor Group to become one of the top five global automakers. Ford Global Vision is of a corporate culture which provides a safe, inclusive, and supportive environment where diversity is valued and everyone is empowered to be authentic about themselves in the workplace, without fear of loss of opportunity, thus allowing them full realization of their potential and equal participation in all aspects of corporate life. Example of Vision - Ford Motor Company Performance: FUN and Sporty! • Brand Image: Increase marketshare • Environment • Safety • Longevity • Dependability Example of Vision - Volkswagen Motor Company Example of Vision - Toyota Motor Corporation Our Vision: Contributing to industry and economy through technology transfer, human resource development and vehicles that meet global standards at competitive price. Contributing to well-being and stability of team members. Contributing to the overall growth for our business associates and the automobile industry. Example of Vision - Honda Motors “Six Hondas in every garage.” To be the No. 1 by far in the quality of Sales and Services, achieve a volume sale of 25000 units and service retention of 4 by the year 2010. Example of Vision - Nissan Corporation 我们现在要阐明的是... 战略目标 Strategic Objectives 战略 Strategy 驱动因素 Drivers 愿景 Vision 使命 Mission 价值观 Values 关键绩效指标 Key Performance Indicators 企业经营的事业定义及范围 The organization's business 使命 Mission 描述“使命”时的考虑项目 客户 - 谁是公司的客户? Who are our customers? 产品及服务 - 公司主要提供的产品或服务是什么? What are our key products or services? 市场 - 公司在那一个行业或目标市场中营运? To whom do we serve? 核心能力 - 什么是公司自豪的独特能力? What are our core competencies? 提供的利益 - 公司对客户及股东提供的主要价值利益是什么? What benefits do we provide our customers and stockholders? Example of Mission - Chrysler Vehicle Our mission is to understand your needs and respond to them in a manner that exceeds your expectations - every time. This includes: · Responding to customer inquiries within twenty-four hours · Servicing customers in a fair, equitable, and professional way · Resolving customer concerns in an agreeable manner Example of Mission - Toyota Motor Corporation Our mission is to design, manufacture and market automobiles worldwide, while maintaining the high quality that meets global Toyota quality standards, and offer superior value and excellent after-sales service. We are dedicated to providing the highest possible level of value to customers, team members, communities and investors. Example of Mission - Nissan Corporation "Our Mission is to ensure a total and recurring enjoyable ownership experience to each of our customers by following best practices in everything we do”. Example of Mission - BMW Group 作为最成功的高档汽车和摩托车生产商立足于国际市场 我们现在要阐明的是... 战略目标 Strategic Objectives 战略 Strategy 驱动因素 Drivers 愿景 Vision 使命 Mission 价值观 Values 关键绩效指标 Key Performance Indicators 价值观 Value The fundamental beliefs of the organization 企业经营的基本理念 Example of Value - Ford Motor Company To provide a venue for networking, socializing, and communication among Ford's (including subsidiaries and affiliates) active or retired employees, contractees, and allies diversity of talent, skill and experience of our people To endeavor toward a safe work environment at Ford, free from all forms of harassment To advocate for the business value of diversity within the workforce To create new value, excite and delight our customers through the best automotive products and services We value integrity, customer focus, creativity, efficient and nimble actions and respect highly motivated people and team spirit. We positively support environmental matters, safety and society. Example of Value - Ford Motor Company (Mazda) Elevation of the Japanese culture and national status Being a pioneer-not following others; doing the impossible Encouraging individual ability and creativity Example of Value - Toyota Motor Corporation Example of Value - Nissan Corporation INTEGRITY We believe that honesty, transparency, strong moral principles and high ethical standards are essential in every aspect of our business. We will have the courage to accept responsibility for all our actions. COMMITMENT We are passionate about implementing our organization’s strategies to the best of our abilities and wholehearted dedication. We will deliver what is expected from us with clear focus on priorities and total involvement. ADDING VALUE We believe in having a win-win relationship and adding value to our customers, business partners, stakeholders, employees and community through our effective processes, in order to make a positive difference. NEVER BEING SATISFIED We believe in continuous improvement in every aspect of our operations. We challenge what we perform today and make it more efficient in line with the dynamic environment, in order to achieve a better work quality & world-class standard. 愿景: 东风汽车有限公司 东风汽车有限公司 东风在中国乃至世界汽车行业有高超的市场地位，在2010年以前成为真正具有国际竞争力的汽车集团。 愿景、使命和价值观：东风乘用车 (小组讨论） 愿景（与东风有限愿景相对应）： 乘用车公司的成功运作成为有限公司2010年具有国际竞争力集团的主要原因 乘用车产品成为中国乘用车第一生产基地 使命： 制作高质量、耐用、有盈利的乘用车产品和服务。建立中国乘用车第一生产基地 价值观： 秉承东风集团和风神汽车的优良量传统，结合日产印证的制造理念，发展为东风乘用车独有的价值观：严谨、高效、创新和团队精神。 （小组讨论：5分钟，再提示例子，在继续讨论10分钟，最后每组宣读自己小组讨论的结果） 我们完成的是... DONE ! 战略目标 Strategic Objectives 战略 Strategy 驱动因素 Drivers 愿景 Vision 使命 Mission 价值观 Values 关键绩效指标 Key Performance Indicators 我们现在要阐明的是... 战略目标 Strategic Objectives 战略 Strategy 驱动因素 Drivers 愿景 Vision 使命 Mission 价值观 Values 关键绩效指标 Key Performance Indicators 战略特点Strategic Differentiator A few approaches , that if achieved , will distinguish a company from its competition and ensure success 能够使公司在竞争环境中显现出 竞争优势并确保成功，具有 特色的资源运用决策 研拟战略特点时的考虑因素 营运环境 Operation Environment 总体经济Economic/产业环境 Industry 产品趋势Product Trend 竞争强度Competition 核心能力 Competency/Challenges 企业层战略目标 Corporate Objectives 财务性与非财务性Financial/Non-Financial 事业部策略 BU Strategies 产品特色/价格/渠道特色/生产特性/规模与垂直整合程度….. Product/Price/Channel…. Example of Strategy - Honda Motors Customer Focus: Stay close to customers Understand their needs Exceed their expectations Example of Strategy - Nissan Corporation Service excellence Want to be recognized as industry leader in service excellence. Customer intimacy: Wants to develop lifetime relationship with customers through postcards and via e-mail and their web-site. Example of Strategy - Toyota Motor Corporation Automotive safety and environment are major concerns. Keep customer informed through its extensive web-site. Value long-term strategy. Relationship Building versus Low Finance Terms. Outsource operations that can be done more economically. Produce an Innovative, Different Product. Example of Strategy - Volkswagen Motor Company 我们完成的是... DONE ! 战略目标 Strategic Objectives 战略 Strategy 驱动因素 Drivers 愿景 Vision 使命 Mission 价值观 Values 关键绩效指标 Key Performance Indicators 我们现在要阐明的是... 战略目标 Strategic Objectives 战略 Strategy 驱动因素 Drivers 愿景 Vision 使命 Mission 价值观 Values 关键绩效指标 Key Performance Indicators 战略目标 Strategic Objectives Performance results desired in the future 与公司战略特点相连接，未来应达成量化或质化之绩效水准 确定战略目标 战略特点 (Strategy) 针对此一战略特点之战略目标 (Objectives) 设定战略目标释例 战略特点描述 战略特点含义 xx是一个能够迅速反应市场改变的弹性产销体系 A QR & flexible system for production & marketing/sales 组织目标 强大的市场情报收集机制 Powerful Information collection mechanism 弹性化的研发资源运用能力 Flexible allocation of RD resources 快速有效之产、销、研发协调能力 Fast & effective coordination 每年成功上市三项新产品 At least 3 NP successful launch per-year 　 公元2000年时新产品销售额占总销售额的30％ NP sales reach 30% of total sales at Y2K 与至少10家外部相关研究机构成立至少10件应用性研发计划 link with at least 10 Labs for 10 projects Example of Strategic Objectives - Nissan Corporation to increase business from existing customers to up-sell them to higher value models where appropriate to understand the target audience and acquire the right new customers in order to increase sales volumes and market share Example of Strategic Objectives - Ford Motor Company To be a low-cost producer of the highest quality products and services that provide the best customer value Example of Strategic Objectives - BMW Group 我们的战略目标是谋求在亚洲的发展，从长远看使亚洲的销量逐渐接近德国、西欧和美国的水平 进一步巩固在亚太区的领先地位 Example of Strategic Objectives - Toyota Motor Corporation 近期丰田在中国的战略目标是办好合资企业，推出好的产品，脚踏实地地把质量搞好。以期实现占有中国汽车市场１０％的战略目标。远期是在中国生产从微车到重卡的丰田全系列产品，以满足中国市场需要。 我们完成的是... DONE ! 战略目标 Strategic Objectives 战略 Strategy 驱动因素 Drivers 愿景 Vision 使命 Mission 价值观 Values 关键绩效指标 Key Performance Indicators 我们现在要阐明的是... 战略目标 Strategic Objectives 战略 Strategy 驱动因素 Drivers 愿景 Vision 使命 Mission 价值观 Values 关键绩效指标 Key Performance Indicators 关键绩效衡量指标 Key Performance Indicator (KPI) A quantification of how well activities within a activity or the outputs of a activity achieve a strategic goal. 衡量作业活动被执行程度，或 衡量产出是否达成战略目标 之重要量化指标 绩效衡量之目的 指出努力的重点，集中资源于刀口 Focus Efforts/ Provide Direction 衡量进步程度 Monitor Progress 作为与其它企业比较之根基 Benchmark Against Others 指标特征 容易了解与使用 与实际操作面结合 可控制，亦即可透过行动改善绩效者 与战略间具有逻辑相关之关系 可信的，可靠的 可衡量性 绩效指标的种类 品质QUALITY 时间 TIME 成本 COST The goodness of a product or service The goodness of a process The economics of goodness KPI in most Automobile markets New Innovative Technologies Quality and Pricing Safety Customer Loyalty and Convenience Employee Satisfaction Example of KPI - Hyundai Motor Group 目标 Goal Profitability New Technologies Finest customer service Flawless quality 绩效指标 Performance Measures Gross margins, Residual income R&D Duration Overall Customer Satisfaction Compare with Competitors Frequency of maintenance Example of KPI - Ford Motor Company 目标 Financial Health Customer Relationship High Quality Employee Satisfaction 绩效指标 RI, RONA, EVA, etc. Overall Customer Satisfaction Acceptable failure rate % of satisfied employees Example of KPI - Volvo Motor Company 目标 Profitability Safety Environmental Employee Satisfaction 绩效指标 ROC, RONA, RI, etc. Possibility of accident Average oil consumption Payment to Shareholders Example of KPI - GE 目标 Profitability Market Position Productivity Product Leadership Personnel Development Employee Attitudes 绩效指标 Residual Income Market Share Output Competitive standing Inventory of promotable people % of satisfied employees 了解市场与客户并规划运筹流程 客户调查作业 客户分析作业 国际产销协调 资金计划与取得 作业名称 绩效指标名称 有效客户数 (“有效”待定义) 市场占有率 & 客户占有率 (计算式待定义) 销售目标达成率 (计算式待定义) 收支达成率 (计算式待定义) Example of KPI - XXX 战略：东风乘用车（小组讨论） 向目标顾客群提供全面和优质的水平业务，以促进销售和品牌认知 通过高效有侧重的管理以达到保持最佳利润与产量，并实现可持续增长又盈利的战略目标 加强管理系统并与东风集团与东风有限公司的其它成员紧密配合 为客户提供高质量、低成本好产品。 …… 细化战略：东风乘用车（小组讨论） 实现作为主要厂家所应有的销售量和市场份额 整车销售的利润最大化 达到顶级客户服务 追求售后事业利益的最大化 提高QCD水平 导入新产品和开发新车构架 提高人力资源经济效益 建立强大的品牌知名度 Key KPI-东风乘用车 （小组讨论） 网点数量，销售台数， 批发销售的固定让利比率 服务满意度， 回厂率，评级 生产周期（包括：生产计划达标率，交车计划达标率），直接材料成本降低率，直接劳动生产率，设备投资额摊薄，营运资金流转，库存，市场品质评价，出库品质提升率 年度技术降成本度，新车国产化率，流程改善程度， 劳动生产率（人均销售收入），人工成本投入有效性（平均人工成本，福利费用，辆份人工费），人力资源战略规划，人力资源体系规范和完善（薪酬和绩效管理，选拔和继任）， 品牌认知度 小组讨论：过去和现的比较（愿景-使命，战略目标和KPI） 企业发展周期与KPI的关系 KPI的比重 乘用车发展周期是介于增长期与成熟期之间（不同的产品属于不同的期间） 东风乘用车的各部门的KPI的优先秩序以客户导向和财务导向为主 企业生命周期与对应的战略及KPI 小组讨论：KPI比重分解 乘用车事业部整体KPI的比重分解讨论 功能KPI比重分解讨论： 采购：直接材料成本降低率 研发 ：年度技术降成本度，新车国产化率，流程改善程度， KPI责任单位和有关单位的分析， 例如：研发功能的年度技术降成本度 责任单位：研发 有关部门：研发，生产，采购，品保部，等等 达到KPI的工作流程： 国产件开发流程， 设计更改流程 其它功能KPI讨论 小组讨论小结演示重点 定位和战略调整的影响 功能KPI比重分析和根据 KPI比重改变和有关工作流程的影响 其它影响工作流程的因素（组织架构） 公司研发、采购流程实例分析 流程 设计变更控制流程 国产化零部件开发程序 供应商开发评价流程 外协产品采购控制流程 KPI 年度技术降成本度，流程改善程度， 年度技术降成本度，新车国产化率，直接材料成本降低率，出库品质提升率 年度技术降成本度，新车国产化率， 年度技术降成本度，新车国产化率，直接材料成本降低率，出库品质提升率 组织架构说明（理论基础） 业务战略 降低成本 创新 业务壮大 组织的驱动因素 组织架构 ILLUSTRATIVE 公司的战略是什么？ 如何管理？ 影响公司组织结构的最重要的战略及理论因素是什么？ 如何构造组织架构以反应关键利益驱动因素 管理理念 出库品质提升率 组织架构说明（理论基础） 管理理念 Examples 5 基本松散型 部分松散型 控股公司 (“Loose”) 完整型公司 (“Tight”) 集权型 松散型 混合 Boeing Dow Chemical Emerson Electric BP Amoco Daimler-Crysler GM Hewlett-Packard Exxon Boeing DuPont IBM Ford Renault-Nissan British Airways Procter & Gamble Toyota Honda Note: Based on previous Towers Perrin client work, using publicly-available information sources. 组织架构说明（理论基础） 对于任何一种结构驱动因素公司都可以选择“松散”或“紧密”的结构与其对应 Example Design Driver: People Programs/Approaches “紧密”型组织结构的特点 (., Integrated Company Model) 统一的以公司为中心的计划 各部门间的优先能动性 各部门都实行一般管理 各部门间的有限自主性 “松散”组织结构的特点 (., Holding Company Model) 各单位间巨大的差异性 本地自主化 根据各部门需要制定的发展计划 考虑各部门间的环境差异 Desired State EXAMPLE Repeating this exercise for each driver provides a “snapshot” of what the organization should do, and consequently, how it should be organized 不同类型企业总部与所属分支机构的关系 -目标型 Desired State “松散”组织结构的特点 (., Holding Company Model) 各单位间巨大的差异性 本地自主化 根据各部门需要制定的发展计划 考虑各部门间的环境差异 “紧密”型组织结构的特点 (., Integrated Company Model) 统一的以公司为中心的计划 各部门间的优先能动性 各部门都实行一般管理 各部门间的有限自主性 不同类型企业总部与所属分支机构的关系 -指引型 Desired State “松散”组织结构的特点 (., Holding Company Model) 各单位间巨大的差异性 本地自主化 根据各部门需要制定的发展计划 考虑各部门间的环境差异 “紧密”型组织结构的特点 (., Integrated Company Model) 统一的以公司为中心的计划 各部门间的优先能动性 各部门都实行一般管理 各部门间的有限自主性 不同类型企业总部与所属分支机构的关系 -指导型 Desired State “松散”组织结构的特点 (., Holding Company Model) 各单位间巨大的差异性 本地自主化 根据各部门需要制定的发展计划 考虑各部门间的环境差异 “紧密”型组织结构的特点 (., Integrated Company Model) 统一的以公司为中心的计划 各部门间的优先能动性 各部门都实行一般管理 各部门间的有限自主性 不同类型企业总部与所属分支机构的关系 -运作型 Desired State “松散”组织结构的特点 (., Holding Company Model) 各单位间巨大的差异性 本地自主化 根据各部门需要制定的发展计划 考虑各部门间的环境差异 “紧密”型组织结构的特点 (., Integrated Company Model) 统一的以公司为中心的计划 各部门间的优先能动性 各部门都实行一般管理 各部门间的有限自主性 组织架构说明（理论基础） “Desired State” For Structural Drivers EXAMPLE Source: Towers Perrin. Alternative 1 Alternative 2 Alternative 3 每一种结构模式都因包括： Each organizational alternative should include: 层级报告关系 Reporting relationships 每个单位的理念 Philosophy/rationale for each major unit 角色及岗位描述 Description of unit roles and responsibilities 主要利益及成本/风险/局限性 Key benefits and costs/risks/constraints 必要条件应包括岗位责任 Competencies needed to carry out unit responsibilities 事业部职能型案例-美国/欧洲汽车企业组织架构图 President And Chief Operating Officer Chairman And Chief Executive Officer VP, People Services VP, Public Affairs VP, Corporate Communications VP, International Communications VP, General Counsel and Secretary Staff Executive, Investor Relations VP, Resource Planning VP, Purchasing VP, Property And Facilities SVP, Planning UAL CORPORATION SVP, People EVP, Corporate Affairs SVP And CIO SVP And CFO VP, Finance VP, Controller VP, Treasurer VP, Engineering And Technical Support VP, Production VP, Latin America VP, Atlantic VP, Pacific NW VP, Pacific South VP, Standards and Training SVP, Fleet manufacturing Operations VP, North America SVP, North America SVP, Marketing VP, Revenue Management Director, Marketing Communication Source: Towers Perrin analysis of 1997 Annual Report, 10K, and secondary research (., analyst reports, industry press). 4 5 2 2, 3, 4 3 1 SVP, International SVP, Operation support SVP, Domestic Manufacturing 2, 3, 4 事业部职能型案例-美国汽车企业零件制造商矩阵型 组织架构图 President And COO Chairman And CEO RUBBERMAID INCORPORATED SVP, International 3 President, Sales & Corp. Accounts (Cross- Divisional) 2 President & GM Global Transition Team 2 EVP, Business Development & Investor Relations SVP, Operations, President 4,5 SVP, Global Procurement 1 SVP, Information Services SVP, General Counsel & Secretary SVP, Human Resources SVP, Chief Financial Officer Controller, VP Treasurer, VP Taxes, VP Assistant Controller Assistant Treasurer Process/ Product, VP Technology, VP Associate General Counsel & Assistant Secretary, VP Investor Relations & Communi-cation, VP Domestic Production President and CEO 2,3,4,5 The Trim product President Plastic Commercial Products President and CEO Non-plastic Products President & COO Metal product President & GM 2,3,4,5 2,3,4,5 2,3,4,5 2,3,4,5 Source: Towers Perrin analysis of 1997 Annual Report, 10K, and secondary research (., analyst reports, industry press). 组织架构国际最佳实务-要点 成功因素 高层关注 Top executive commitment and attention to the project 清晰/有侧重的目标 Clear, comprehensive objectives, yet focused on core business activities/processes 包含董事会 Broad management buy-in and involvement 员工沟通 Informed and involved employees through open and timely communications 专项工作小组 Dedicated employee teams 不断完善/细化的工作计划 Detailed work plans based on tried and proven processes 严谨，务实地分析 Rigorous, fact-based analysis 在岗位明晰基础上的计划有效实施 Sound implementation planning with pivotal jobs redefined 实施过程的有效衡量及监控 Effective measurement and monitoring of implementation progress 持续地实施 Stay the course 必要的回报 Rewards for results 组织架构国际最佳实务-图解 时间管理 Detailed, activity-level, project timeline specifying major milestones, and deliverables v v v v 项目结构 Project structure and resource plan, laying out roles and responsibilities, decision authorities, and time commitments 分析方法 Core analytic methodology, aligned with business strategy to optimize design 改变管理机构同策略 Fundamental change management strategy and process to positively engage leadership and the workforce in the effort Leadership Communication and Involvement Change Roles and Competencies Measurement 完整的项目程序 Integrated Project Approach 矩阵型组织架构中的工作流程特点 流程中每个环节通常由一个以上的部门参与（体现了矩阵型模式各部门间咨询式的运作） 流程中决策的环节同样可能由多个部门参与，需要指引或标准 流程通常需要时间较非矩阵型为长，因此流程效率可能下降，但是透过多部门咨询，该流程决定的质量有效性应有所提高 矩阵型架构的工作流程需要清晰的决定职责参与程度的说明及决定的政策和步骤作为支撑 矩阵型的工作流程需要一个强而有力的流程主管进行必需的沟通和推动 小组讨论：现有的矩阵型组织架构下采购/研发工作流程的优化探讨 明晰流程的目标和KPI的联系 如何清晰参与及决策部门各自的角色及职责 流程尽量减少不需要的交接 流程避免任何的断链 尽可能将流程分开为有准则性和无准则性 加插辅助流程（关键流程管理）以加快流程的完成效率，例如：增加信息传递以便决定步骤迅速完成或进行每周/两周增强信息的传递 尽可能集中流程于同一个地域 小组讨论小结演示重点 采购及研发流程目标及相关KPI 采购及研发流程程序分析 采购及研发流程优化探讨 采购及研发流程优化与组织架构的互动影响 对于管理模式的转换我们能做些什么？ 优化业务流程，提高员工表现有利于业务的发展 提高生产率 They increase productivity 降低成本 They reduce costs 调动员工的积极性与参与性They create engaged, motivated employees 更好地帮助我们适应新的组织架构 They can even help the transition to the new organization structure 为什么我们会觉得变革是困难的甚至是不可能的呢？Then why do so many of us feel the change is difficult and even impossible? 管理模式的转变 沟通 设定方向Set direction 改变的意向Create will and desire to change 培训 建立自信Build confidence and energy 新流程带动改变Secure shift in behavior by setting new processes 激励 以回报形式使新的企业文化深入人心Embed new culture in the organization through regular feedback Sequence Activities 反抗Resistance 忽视/消极对待Denial & Immobilization 协商Bargaining 失望Depression or Anger 试行Testing 接受Acceptance Responses to change 在执行中应该明确转变的目标及原因 通过优化流程提升工作效率 We need to improve business efficiency through improvement of work processes 建立工作效率与个人表现之间的明确联系 We need to establish clear linkage between process efficiency and individual performance 明确个人表现与公司目标之间的联系 We need to improve the line of sight between individual performance and corporate objectives 工作表现与激励有效性的联系 We need to link performance with reward effectively 例如：Make the Case for Change ILLUSTRATIVE 在五个层面上的改变能够帮助优化过程的实施 成功的愿望 Provide vision of a successful implementation 饱满的信心Act as project and implementation champions 职工的广泛参与增加认可度Foster buy-in and commitment through employee involvement in the process 设立争取的目标 Develop supporting structures for accurate goal setting 准确的成果输出Ensure the ability to generate accurate reports and payouts 准确信息的不断传达 Give clear and consistent messages throughout the process 清晰完整的计划Rollout clear and comprehensive plan documentation 领导层Leadership 参与度Involvement 衡量标准Measurement 沟通Communication 技术支持Technology 及时的反馈Provide feedback to participants on their performance 确保计划与目标的一致性，并不断地修正 Ensure plans are meeting stated objectives, and course-correct as necessary 在设定项目小组任务时需谨记转换的周期 When sequencing the Implementation Team tasks, remember the cycles of change Sequence 沟通 设定方向Set direction 改变的意向Create will and desire to change 培训 建立自信Build confidence and energy 新流程带动改变Secure shift in behavior by setting new processes 激励 以回报形式是新的企业文化深入人心Embed new culture in the organization through regular feedback 反抗Resistance 忽视/消极对待Denial & Immobilization 协商Bargaining 失望Depression or Anger 试行Testing 接受Acceptance Responses to change Activities 首先，让相关单位明确新计划的基本细节 对管理层变更进行沟通Communicate any changes to manager plans first 确保管理层无保留地回答问题Ensure managers are comfortable answering questions about the new plans 对目标设定方法进行探讨 Discuss your approach for target setting 经理层培训 Give Manager Training 适合公司文化的宣导方式 Style presentation to fit your culture and the magnitude of change 改变的必要性 Tell why change was necessary 概括所作的改变 Outline what has changed 有何有利之处？Show why this is a good thing for top performers 从较高层面看计划的设置 Give high-level view of plan design 允许提问Allow for Q&A if possible 有煽动性地 BE ENTHUSIASTIC! 启动宣导 Do Roll-Out Presentation 沟通 培训 激励 然后，应该细化计划及其对个人的影响 确保目标的平均可达成性以及10%的员工可以达到优秀 Be sure targets are attainable for your average performers; excellence levels should be attainable by your top 10% 与经理层共同制定目标以达到可行性与准确性 Work with managers on setting targets for buy-in and accuracy 避免因偏好引起的不公正性（运用自动评分工具）Use a common methodology to ease participant concerns of favoritism (use automated tool) 对必要的更改与项目小组进行沟通Communicate any necessary changes back to the Design Team 设定个人目标 Set Individual Targets 普遍格式 Use common format 阐述公司理念 State corporate compensation philosophy 分解法律术语 Separate the legalese 举例说明 Describe the plans and use examples 使用备注栏Use a “Plan Provisions” section for details and definitions 注明引用的文本及讲话 Include receipt acknowledgement and individual quotas 提供计划文本 Provide Plan Documents 沟通 培训 激励 设计完善的收益计算方法以培训和激励参与计划的人员 使用统一的格式 Use common format throughout company 概述 Overview Page 年度收益计划 Annual Earnings Planner 有关基本要素 Elements Pages 年度总述 Annual Totals Page 为各项计划设置有针对性的计算方法 Create a calculator for each unique plan 有两个或多个可执行判定因素的计划为最佳选择 Most effective for plans with more than two elements, multiple factors affecting payout, or which are highly transactional 包含频繁支付流程的有效计划 Useful for plans with frequent pay cycles 作为计划文本的补充而不能取代有关薪资激励的计算软件 Should be used as supplement to the plan documents but NOT as an alternative to payroll or incentive software 建立收益计算方法Create Earnings Calculators 沟通 培训 激励 以表现总结及薪资的形式进行衡量与反馈，以产生激励效用，并进行评估以不断完善 日常工作评定Provide regular performance reports 公布结果鼓励优秀Post results and celebrate wins 鼓励使用薪资计算方法以衡量个人表现 Encourage the use of Earnings Calculators for participants to track their progress 及时准确支付 Provide accurate and timely paychecks 衡量与反馈Measurement and Feedback 第一轮结束后进行计划评估Assess plan effectiveness after first full cycle 量化分析质化反馈Use quantitative results and qualitative feedback 调整计划Adjust plan as needed 评估Assessment 第一轮计划实施后当参加者看到新计划的所有影响后‘有关激励因素达到最高效用Motivation often peaks after the first full pay cycle, when participants see the full impact of the new plan 沟通 培训 激励 一些执行窍门 根据转变动因来对所有职能进行分割与优先次序排列 Segment and prioritize your functions based on expected value of change – know why you are making a change 了解各部门的职能及架构的重塑要求，以开展工作 Know what kind of change effort is required for each functional redesign and structure accordingly; pick your battles 尽力提高项目包容度与认可度 Spend time on involvement and consensus building 运用五个层面的转化：领导层，参与度，技术支持，沟通，衡量标准 Use the five levers of change: leadership, involvement, technology, communication and measurement 允许业务部门参与重组与沟通 Allow line management a hand in design and communication 足够的实施时间 Allow enough time for implementation (1-2x design) 内部负责人 Find your internal change agent (or be one yourself) 建立稽查小组以审核计划与便利沟通 Use a challenge team to test your plans and craft communications 建立由上而下的多层次计划 Roll-out hierarchical plans from the top down 沟通，培训，激励 Communicate, educate, motivate 我们现在要阐明的是... 战略目标 Strategic Objectives 战略 Strategy 驱动因素 Drivers 愿景 Vision 使命 Mission 价值观 Values 关键绩效指标 Key Performance Indicators 企业愿景 Shared Vision 企业未来想要达成的模样、境界 What the organization hopes to become 我们现在要阐明的是... 战略目标 Strategic Objectives 战略 Strategy 驱动因素 Drivers 愿景 Vision 使命 Mission 价值观 Values 关键绩效指标 Key Performance Indicators 企业经营的事业定义及范围 The organization's business 使命 Mission 描述“使命”时的考虑项目 客户 - 谁是公司的客户? Who are our customers? 产品及服务 - 公司主要提供的产品或服务是什么? What are our key products or services? 市场 - 公司在那一个行业或目标市场中营运? To whom do we serve? 核心能力 - 什么是公司自豪的独特能力? What are our core competencies? 提供的利益 - 公司对客户及股东提供的主要价值利益是什么? What benefits do we provide our customers and stockholders? 我们现在要阐明的是... 战略目标 Strategic Objectives 战略 Strategy 驱动因素 Drivers 愿景 Vision 使命 Mission 价值观 Values 关键绩效指标 Key Performance Indicators 价值观 Value The fundamental beliefs of the organization 企业经营的基本理念 我们现在要阐明的是... 战略目标 Strategic Objectives 战略 Strategy 驱动因素 Drivers 愿景 Vision 使命 Mission 价值观 Values 关键绩效指标 Key Performance Indicators 战略特点Strategic Differentiator A few approaches , that if achieved , will distinguish a company from its competition and ensure success 能够使公司在竞争环境中显现出 竞争优势并确保成功，具有 特色的资源运用决策 研拟战略特点时的考虑因素 营运环境 Operation Environment 总体经济Economic/产业环境 Industry 产品趋势Product Trend 竞争强度Competition 核心能力 Competency/Challenges 企业层战略目标 Corporate Objectives 财务性与非财务性Financial/Non-Financial 事业部策略 BU Strategies 产品特色/价格/渠道特色/生产特性/规模与垂直整合程度….. Product/Price/Channel…. 小组讨论 10 14 Mission statements usually contain some or all of these components. If you relate that to the Beatles, who are the company's customers? The customers were the executives, producers or promoters. What were their products or services, markets, core competencies? Core competencies were really "hot" for a while, but core competencies change. Ritz-Carlton is a very famous hotel chain in the United States that won the Malcolm Baldrige Award. Their mission statement is, ladies and gentlemen serving ladies and gentlemen. It easy to remember....it a compliment to everyone. Everyone in their organization feels good about it, and their business is to serve ladies and gentlemen. 9 10 10 10 Market differentiators are those few strategies (four or five or six, not fifty) that, if achieved, will distinguish our company from its competition and assure success. What are we going to focus on? A lot of things are important, but what are the most important things? This course, although it's called strategy articulation, isn't to develop a strategy, it is to try to come to a conclusion on what the strategy is and to be able to apply performance measures on that strategy. One word of advice is before you go into this, make sure your client has some kind of strategy. That's not a big deal, because some companies have a very formal strategic process, they've done the planning, they have a binder, and they've given it a lot of thought, maybe we've even done it for them, or maybe they've had McKinzie come in. Other companies have a strategy, but it's basically what the CEO wants to do. It's his strategy, he hasn't written it down anywhere, but he's doing something, and he's making investments and he's making certain decisions within a context or a framework, and so that's really a strategy. The key is that this seminar is not to develop a strategy, but, it's to try and make sure everyone understands that strategy and you deploy that strategy consistently throughout the organization. The problem we find is that typically strategies are not focused; they're all over the board. No one company knows what four or five or six strategic initiatives they have that are really going to make the difference. That's a problem with our clients. The strategy articulation workshop helps raise this problem and helps focus the client's attention on the weakness in their planning process. We do show and demonstrate holes in their strategic planning process. Southwest Airlines has chosen to differentiate itself in the area of Operations by: Ticketing in-house -- Agents need to book seats directly with the airline; as a result, only 55% of seats are booked through agents, compared to 90% average for the industry, thereby reducing commissions paid to agents No hub-and-spoke system -- Passengers typically fly nonstop from origin to destination. Uncongested airports -- Flight time reduced an average of 15% to 25% by relying on secondary, less congested airports (., using Chicago's Midway Airport instead of O'Hare) No "interline baggage" -- Streamline operations by not transferring baggage to other airlines Serving only drinks and snacks -- Streamline service by offering only drinks and snacks "Turn" aircraft in 20 minutes or less -- While the industry average from arriving at the gate to "push-back" is 55 minute, Southwest's average to "turn" the aircraft is 20 minutes or less 20 In 1970 Xerox had 90% of market share In 1978- Xerox had 10% market share In 1993 -Xerox had 40% of market share Xerox credits this increase to the increase in customer satisfaction. This is another example that supports the service profit chain. Xerox wants to be number one in customer satisfaction. Xerox feels that in order to drive change in their organization they have to measure customer stuff, so they send out in the United States 40,000 customer satisfaction surveys on a monthly basis. They want to improve motivation, consolidate position as a document company and measure it and improve profitability and asset utilization. In 1970 Xerox had 90% of market share In 1978- Xerox had 10% market share In 1993 -Xerox had 40% of market share Xerox credits this increase to the increase in customer satisfaction. This is another example that supports the service profit chain. Xerox wants to be number one in customer satisfaction. Xerox feels that in order to drive change in their organization they have to measure customer stuff, so they send out in the United States 40,000 customer satisfaction surveys on a monthly basis. They want to improve motivation, consolidate position as a document company and measure it and improve profitability and asset utilization. In the strategy articulation workshop with clients we try to bring top management together and agree on what the drivers of the organization, their vision, mission and values are. What are the differentiating strategies, what are their goals. In other words, how do we know whether or not theye achieving their strategy? What are the critical processes that are required to be under control and to be improved in order to achieve the goals and in order to achieve the strategies. Once we understand the critical processes, we evaluate the critical processes using process mapping techniques and then we can start identifying performance measures. Companies have a lot of problems with performance measures. It easy to talk about, yet companies find it very difficult to do. But, performance measures are simple. Performance measures link strategy to customer wants and to processes. Once you understand your strategy, once you understand your customer wants, once you understand your processes, performance measures kind of fall out. Theye obvious. The problem is that the companies don know their strategy, they don know their customer wants, and they don know their processes. (75 minutes) You use performance measures for a lot of different reasons. Here are four: Focus efforts Monitor progress Benchmark yourself against others Catalyze change Performance measures help organizations engineer change. They help companies, not only through the change process, but helps them design and make the change happen. Here are the characteristics of good performance measures. Theye simple to understand and to use, close to operations, aligned with corporate strategies and help promote continuous improvement. These are what we look for when we evaluate performance measurement systems. There probably are other criteria out there but when we take plant tours, we look for these criteria. We talked about the different categories of measures of quality, time and cost. Quality being the goodness of the product or service, time being the goodness of the process, and costs being the economics of goodness. That from an internal definition standpoint. What we warn clients about is that sometimes they get all tied-up with their internal definitions and theye not worried about what their customers are talking about. If you look at quality, or if you look at time, or if you look at cost, from an individual company standpoint, those may be interesting. But from a customer standpoint, they really don care about these words. They care about other words that link to these words. Well designed plans fail due to lack of buy-in, poor communication, inadequate feedback, etc. Implementation is really about change management, and people hate change! Change management studies have shown that there are typical human reactions to any change situation. Understanding these phases, and recognizing when the various parties of your design process will undergo each phase, can help you manage the negativity which sometimes accompanies incentive plan redesign and build momentum and enthusiasm for your roll-out and first new plan year. As a first step, you should develop a clear picture and what you want to change and why. Communicate this to the design team and during the roll-out. Tell everyone who you talk to about the design project. In incentive redesign projects, we have found five levers of change that can positively impact your implementation: Leadership, involvement, technology, communication and measurement. Click You need strong leadership, shown throughout the design and roll-out, so employees understand following this plan is not optional. As importantly, you need strong leadership when the first checks are cut as there may be some significant winners and losers under any new plan. Click You need involvement– people need to feel that their voices have been heard in the new plan design. Click You need the technology to support the plans; you need to be able to access baseline data for goal setting and generate regular performance reports throughout the plan year, not to mention calculating payouts accurately and on time! Click You need good communication – as the plans are being designed, during the roll-out, and during the plan year. People get more nervous the more they feel they are being kept in the dark about upcoming changes. Good communication can help ease people’s concerns. Click You need on-going measurement processes to be sure the plans are functioning as you intended, to let participants know how they are doing under the plans, and to gauge the level of impact the plans have had against your stated objectives. Let’s look at this implementation work in more detail. Your implementation team has three primary objectives, in roughly this sequence: To Communicate To Educate, and To Motivate First, Communication: You need to tell participants what the new plans will involve, what the changes are, and why this is good for them – then you need to give them a chance to absorb, ask questions, and then tell them all over again as there will be much they didn’t hear the first time because they were not far enough along on the change cycle. If your internal change agent (and the members of the design and challenge teams) have been doing an adequate “leaking” job, then some of the initial change-management groundwork should already have been laid. It should not be a surprise to anyone that an incentive design project is going on and that the results will be a BIG improvement over the way things have been done in the past. Click You need to prepare your managers to answer questions about the plans prior to the plans being communicated to a larger audience, so you will most likely want to have a manager training session prior to the full-scale roll-out meeting. We have found that if you have designed hierarchical plans, it is important that managers understand and have time to absorb changes to their own plans before being told about changes to their subordinates plans. Also, they will be much more supportive of their subordinates new plans if they already see plan alignment and understand that their pay is dependent in some way upon their subordinates accomplishments. Click The roll-out meeting is the first formal communication about the plans to a large group and will be a much anticipated event. Whether your group is large or small, you should take care with the preparation of the document that describes the plans and the manner in which it is presented to the participants. For sales plans, it is common to roll-out the new plans during an annual sales meeting with fairly high-tech production. For other functions, a smaller meeting with management presenting the new plans is sufficient. It is important that a respected member of the function present the new plans. You can stack your presenters, also – so more members of management have visibility as being supportive of the new plans. If you go this route, you can certainly create a role for HR and/or Finance to address performance management, measurement and or tracking issues if you feel it is important to address some of these issues during this meeting. Your roll-out presentation should start with the case for change – why was this necessary, tell why this will be a good thing for top performers, talk about what changed from the old plans and what did not, and then provide a high level overview of the plan design. Details or footnotes or comments on calculation methodology, unless somehow critical to the field’s understanding of the new plan, should not be discussed at this time – you want them to get over the big issues of change first, before grappling with the details. If you are in a setting which permits Q&A, you needn’t avoid it – and it can be particularly helpful to have members of your challenge team (either formally or informally) help answer the questions. Above all, be enthusiastic! Good incentive plans are a good thing for top performers and you want them walking out knowing this! Sometime between the roll-out meeting and the official start date of the new plans, you will probably need to set goals or targets for each participant under the new plan. For incentive plans with a set payout calculation methodology, there are certain standards for setting targets which should be followed for maximum traction from the plan. For example, 90% of your participants should be earning some money under the plan, 60% of your participants should be able to hit their target, and 10% of your participants should be able to reach the excellence level you have set. If, at the end of the plan year, your distribution skews one way or the other, you may want to reconsider your approach to target setting. The target setting process may be driven by a member of finance who is part of the Implementation Team, but it should not ignore the design team or the functional managers who will have to communicate and live with the targets set for their people. Though it will make the process longer, you will have better targets and a more committed management team if you involve functional management in the process. This can be accomplished relatively easily through the use of a target setting tool and a target setting workshop, both of which ensures managers understand and follow a common process. DEMO TOOL If there any changes to the design of the plans which come about as a part of the target setting work (., a certain measure cannot have targets established due to lack of historical data or an unforeseen corruption it the data), the implementation team should meet with the design team to discuss the problem and work together to develop a solution. Time pressures can cause the implementation team to want to make the change themselves, and they may be perfectly capable of doing so, but the design team (remember you are relying on them to help communicate the plans) will feel less involved in the final results – they will have slid backwards on the change-cycle curve when you need them out in front! Click Moving into the education phase involves the plan documents you provide either at the close of the roll-out meeting (not before or during as the audience will be reading instead of listening to the presentation) or during manager one-on-one’s a week or two following the roll-out meeting. This can provide an opportunity for some more candid questions and answers – so you should be comfortable with your managers’ familiarity with the plans and the target setting process prior to setting the dates for these meetings. You can provide your managers with a Q&A document to help ensure that consistent answers are given to common questions. Earnings Calculators are a critical tool in both educating and motivating employees about their new plans. However, they are often overlooked, which is a shame, because when properly used, they can help generate even higher return on your incentive investment and save your compensation administrators a tremendous amount of time spent answering basic calculation questions. Earnings Calculators can be simple or complex, depending upon your needs. Of course, if you have a really simple plan such as a 1% commission on all revenue, a pocket calculator should work fine for most participants! Earnings calculators provide the greatest return when you have a complex transaction-based plan where you want your employees making daily decisions about deal structures based on incentive pay outcomes, or you have a plan with more than two elements operating either in combination or separately to generate a single incentive payment. They also tend to be more useful for plans with pay cycles which are less than once a year. DEMO ECW Measurement and feedback are both important for motivation, and should be emphasized throughout the year. Quarterly reports, posted results, earnings calculators, and ultimately incentive compensation payouts provide motivation and can really get people enthusiastic about their new plan. Often, motivation levels peak after the first full pay cycle, when they can see the results and understand how to modify their behavior to maximize payouts during the next cycle. Click Measurement should also be used by the implementation team to assess the plan’s impact on business performance and to report these results back to the Steering Committee and the Design Team. New incentive plans should be put through a stringent assessment following the first full plan year to be sure they are functioning as expected. This process should include both quantitative analysis of results (including performance distributions and pay and performance correlation analyses) and qualitative feedback from plan participants and managers. Once completed, any corrections to the plans which are indicated should be made – incentive design is a process, not an event, and should be expected to evolve over time, as business strategy changes and/or measurement and tracking systems improve. 14 Mission statements usually contain some or all of these components. If you relate that to the Beatles, who are the company's customers? The customers were the executives, producers or promoters. What were their products or services, markets, core competencies? Core competencies were really "hot" for a while, but core competencies change. 9 Market differentiators are those few strategies (four or five or six, not fifty) that, if achieved, will distinguish our company from its competition and assure success. What are we going to focus on? A lot of things are important, but what are the most important things? This course, although it's called strategy articulation, isn't to develop a strategy, it is to try to come to a conclusion on what the strategy is and to be able to apply performance measures on that strategy. One word of advice is before you go into this, make sure your client has some kind of strategy. That's not a big deal, because some companies have a very formal strategic process, they've done the planning, they have a binder, and they've given it a lot of thought, maybe we've even done it for them, or maybe they've had McKinzie come in. Other companies have a strategy, but it's basically what the CEO wants to do. It's his strategy, he hasn't written it down anywhere, but he's doing something, and he's making investments and he's making certain decisions within a context or a framework, and so that's really a strategy. The key is that this seminar is not to develop a strategy, but, it's to try and make sure everyone understands that strategy and you deploy that strategy consistently throughout the organization. The problem we find is that typically strategies are not focused; they're all over the board. No one company knows what four or five or six strategic initiatives they have that are really going to make the difference. That's a problem with our clients. The strategy articulation workshop helps raise this problem and helps focus the client's attention on the weakness in their planning process. We do show and demonstrate holes in their strategic planning process.