The theory and method of strategic planning are reasonable, and the final result is generally in line with the basic logic. It is difficult to falsify whether the strategic objectives of enterprises are correct or not, and implementation has become a key factor affecting the realization of strategic objectives. Admittedly, in some known statistics, only about 10% of enterprises can successfully implement and achieve strategic objectives, which also confirms the impact of implementation on the realization of strategic objectives.
What are the key factors that affect the realization of strategic objectives? Before discussing this issue, we first agree on the definition of strategic objectives in this paper: based on the theory of enterprise life cycle, any enterprise will experience a relatively stable, changing and then relatively stable and changing cycle in its development process; The so-called strategic goal in this paper refers to the expected goal of the enterprise at the present stage in a short period of 2-3 years.
What are the key influencing factors to achieve such a strategic goal? In the consultation process of close contact with enterprises, I summarized my understanding into the following three key points.
First, whether the goal is clear and the path is clear. The so-called strategic goal is not a vague description of "achieving rapid growth", nor is it just an empty goal of achieving how much sales and how much profit; Instead, we should have a clear way of playing and finally achieve a natural goal by constantly establishing a competitive advantage.
The most widely used tool for defining goals and achieving paths should be the "balanced scorecard". With its clear logic and comprehensive coverage, the balanced scorecard has become a strategic magic weapon that many enterprises regard as the standard. However, many enterprises have not successfully achieved their goals because of the application of this tool. One of the most important reasons is that enterprises have not thought clearly about how to establish their core competitiveness. Where is it built? Instead, based on the logic of the balanced scorecard, the enterprise's strategic execution ability is built "comprehensively" and "balanced" from all dimensions. The company's resource allocation is scattered, without focusing on the core factors that affect the core competitiveness of enterprises; Although there are no obvious shortcomings, it has not continuously established a significant competitive advantage, so it is difficult to break through the original operating state of the enterprise. A core issue here is the usual "all-round" thinking.
Second, can companies and departments with strategic goals achieve a reasonable division of labor and perform their duties? When the company has a clear goal and direction, the core task that ultimately affects the realization of the company's strategic goals falls to the sales department or R&D department through task decomposition and indicator commitment. Think that the goal is clear, the responsibility is implemented to people, and then everything will be fine with supporting incentive policies. So the important task that affects the realization of the company's strategic goals falls on a certain department or an able person in disguise; Companies become more supervisors and supervisees.
This approach is like treating the company as a combination rather than an organism, and it is also like hoping to partially drive the whole to achieve its goals. Occasionally, it may be successful, but more often, the local part is very resistant for various reasons, and finally it is really impossible to give up or even quit. The core problem of this situation is that to establish the core competitiveness of strategic objectives, it is necessary to continuously invest resources or coordinate with each other, which is difficult to plan comprehensively at the beginning of setting objectives and paths. However, if there is no supporting mechanism to mobilize the corresponding resources in the implementation process and make input-output decisions at the company level, the landing process of strategic objectives is likely to be dragged down by all parties and messy.
Third, whether the landing process of strategic objectives can continue to recover and continue to improve. The realization of strategic objectives is a process of constantly realizing sub-objectives, which comes from the continuous growth of the ability of all employees in the enterprise. There are two main sources of human growth, one is to learn from experience, and the other is to learn from observation. As for the overall organizational ability, due to the lack of close observation and learning objects, more often the growth of the overall organizational ability comes from the growth of experiential learning. Therefore, in the process of implementing strategic objectives, enterprises can only gain irreplaceable organizational competitiveness if they keep repeating, learn from the experiences of success and failure in the process of repetition, and apply them to subsequent operations.
The key point here is that most enterprises can make plans and analyze and summarize when there are deviations, but they lack the summary and analysis when they reach their goals. Sometimes achieving the goal may have little to do with the measures we take, but other factors contribute to achieving the goal. If you don't analyze it, you may fall into superstition about past practices. However, when trying to achieve the goal, we often forget it after some praise and excitement, and fail to capture and precipitate the key actions that affect the goal. These experiences gradually wear away with time, or leave no trace because of personnel changes. As a result, enterprises are getting more and more tired on the road of constantly solving problems, and they have not established their own organizational ability to open the gap with their competitors.
Strategic objectives are the key factors that affect the sustainable and healthy development of enterprises, while clear paths, reasonable division of labor and continuous accumulation are the key factors that affect the realization of strategic objectives. Once an enterprise has defined its strategic objectives, it must work hard on the path, division of labor and accumulation of experience. The proposition of allocating limited resources to key elements is, in my understanding, the key point to realize the strategic objectives of enterprises. The source of the article asks Daming for advice.