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1、惠普的战略规划与评审,hp confidential,DW20 (3/2000),惠普的计划理念,PLAN IS NOTHING；PLANNING IS EVERYTHING。,PLAN IS PAPER,PLAN与PLANNING的区别,PLANNING IS PROCESS,Annual Plan,惠普的计划流程 TEN STEP PLANNING,TEN-STEP PLANNING的战略性逻辑,TEN-STEP 运用结果示例,年度计划：VOICE INFORMATION SERVICES DIVISION （PDF FILE） TEN-STEP：CHP CSBU FY1998 2001
2、（EXCEL FILE）,惠普的战略管理评审理念,LOGIC IS NOT NECESSARILY PURSUASIVE 逻辑是不容挑战的,惠普的战略管理评审方法 QUALITY MATURITY SYSTEM（QMS）,QMS的实施流程,Review the QMS topics,How effectively is your entity performing in each of the QMS areas?,Focus on a specific business and understand the business situation,Determine importance of
3、 each QMS topic to business success in the segment,Position entity performance - Basic.Competitive.Leading Results/Approach/Deployment,Go do it !,Discover other existing or possible approaches,Decide what actions youll take to guarantee future business success,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,DEVELO
4、PING AND OBSOLETING OF CORE COMPETENCES ARE EQUALLY ESSENTIAL TO WIN 知扬弃者，胜,惠普的核心能力识别方法 CIW（PROBING EXERCISE）,Formulation of Strategic Plan,Identification of Needed Organizational Capabilities,Determination of Specific Leadership Qualities Needed,Determination of Specific Leadership Quantities Neede
5、d,Proactive Talent Pipeline Management,Individual Development Planning,Use of Competency Models as Change Agents,Successful Execution of Strategic Plan,spurring action to build or find the right talent.,and driving change within the organization.,to achieve strategic business goals.,Objective #1: Aligning Expectations,Objective #2: Tying Competencies to Performance Management,Objective: Identifying Future Competencies,Objective: Build-Back Planning,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,
