惠普的战略规划与评审 hpconfidential DW20 3 2000 惠普的计划理念 PLANISNOTHING PLANNINGISEVERYTHING PLANISPAPER PLAN与PLANNING的区别 PLANNINGISPROCESS AnnualPlan 惠普的计划流程 TENSTEPPLANNING TEN STEPPLANNING的战略性逻辑 TEN 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 QMS的实施流程 ReviewtheQMStopics HoweffectivelyisyourentityperformingineachoftheQMSareas Focusonaspecificbusinessandunderstandthebusinesssituation DetermineimportanceofeachQMStopictobusinesssuccessinthesegment Positionentityperformance Basic Competitive LeadingResults Approach Deployment Discoverotherexistingorpossibleapproaches Decidewhatactionsyou lltaketoguaranteefuturebusinesssuccess QMS的实施流程实例 QMS评审结果实例 惠普的核心能力识别理念 DEVELOPINGANDOBSOLETINGOFCORECOMPETENCESAREEQUALLYESSENTIALTOWIN知扬弃者 胜 惠普的核心能力识别方法 CIW PROBINGEXERCISE FormulationofStrategicPlan IdentificationofNeededOrganizationalCapabilities DeterminationofSpecificLeadershipQualitiesNeeded DeterminationofSpecificLeadershipQuantitiesNeeded ProactiveTalentPipelineManagement IndividualDevelopmentPlanning UseofCompetencyModelsasChangeAgents SuccessfulExecutionofStrategicPlan spurringactiontobuildorfindtherighttalent anddrivingchangewithintheorganization toachievestrategicbusinessgoals Objective 1 AligningExpectations Objective 2 TyingCompetenciestoPerformanceManagement Objective IdentifyingFutureCompetencies Objective Build BackPlanning 惠普的组织战略方法论 基于公司战略的组织开发 QMS评审结果示例