Among these orientations, the core values and contributions should be: how many "unexpected" ideas and inspirations have been provided for high-level decision-making, how many signs of changes in industries and markets have been discovered, how many forward-looking views on potential trends have been provided, and how many internal potential crises have been solved by high-level officials.
Take the strategic function as an example. There is no need to set up such a position in the stage of entrepreneurial development. Managers can decide strategic matters according to their own experience and judgment. This function is needed in the early stage of platform construction, but it is not necessary to set up a special department, because setting up a special department is likely to decouple strategy from business, and business will be dissatisfied with strategic planning and think it is behind closed doors.
Strategic personnel will also be dissatisfied with the business, thinking that business personnel only care about the present and have no vision for development. In fact, this is the result of both from different angles. Strategy manager in this period should pay more attention to the changes of competitors and market environment.
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