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Jingdong book

战略规划的高效工具与方法（第2版）

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Jingdong book

战略规划的高效工具与方法（第2版）

Name: 战略规划的高效工具与方法（第2版）
Brand: Jingdong book
SKU: 3102016841
Price: 45.42 USD
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《战略规划的高效工具与方法》作者来自美国罗德·内皮尔（Rod Napier）博士的独特战略规划指南和40个颇具创意的现场试验活动，适用于咨询顾问、培训师和管理人员立即采用。
如果你我决定为未来五年作一个人生规划，毫无疑问，这相当困难复杂，也将会是一个因人而异的体验。即便我们问相似的问题，每个人寻求意见的方式，对不同的可能性的探索，以及对手中资源的权衡都会各不相同，千差万别：有些人可能会求神问卜，有些人可能会咨询理财专家。对于企业的规划也是如此，规划过程中使用的设计或活动在很大程度上取决于企业的管理哲学，取决于支撑规划活动的议程、过去或成功或失败的规划经验以及组织内从上而下散发出来的激情。本书旨在帮助策划者及其组织来创建自己独特的规划过程，并将其付诸实践，取得成效。构想一个远大而成功的计划是一个非常惊险刺激的学习过程。这个过程不仅会让你学到新方法，也会让你更全面、更深刻地了解自己和自己的企业。在过去的几十年里，规划的语言、基本原理和策略都发生了翻天覆地的变化。过去你所经历的很有可能与我们现在向你建议的相去甚远。
为什么规划方式会发生如此巨大的变化？过去许多战略规划即便得到当时的专业人士的支持和倡导，也都纷纷失败。我们现在知道，规划并不存在单一的、固定的方式，这有利也有弊。有利是因为你从此能构建一个独特的、满足自身组织需求的规划过程。你自由自在，无拘无束，可以尝试各种方法。不足之处就是新方法要经历的变化，彻底的变化是痛苦的。

Content Description

《战略规划的高效工具与方法（第2版）》使用众多具有改革性的小组活动帮助您为团队或组织规划流程提供便利。这本独特的指南适用于顾问、培训师以及管理人员，为您带来40个颇具创意并经过现场试验的活动，这些活动可启动战略规划会议、激发新的思维方式以及积聚对所有变革过程都至关重要的动力。
与大多数战略规划书籍有所不同，《战略规划的高效工具与方法（第2版）》给您提供有关目标活动的各个步骤的详尽指导。规划就是发现适合自己的选择，然后将资源聚集起来以很大的程度地利用它们。《战略规划的高效工具与方法（第2版）》中的活动是用来展望未来的显微镜，时间机器和望远镜，也是了解组织的长处和弱点的诊断台。我们希望你的经历具有挑战性，严肃且有趣。

Author Description

罗德·内皮尔（Rod Napier）博士是管理咨询公司内皮尔集团的总裁。他以前是天普大学研究所的管理与组织发展教授，他还是畅销书《团队：理论与经验》的合著者之一，此书现在已经发行第五版。

克林特·赛德尔（Clint Sidle）硕士是康奈尔大学的规划主任，规划、团队建设以及质量管理方面的知名顾问与作家，在公共与私营企业召开过的规划会议不胜枚举。

帕特里克·沙南汉（Patrick Sanahan），教育学博士，管理顾问，精通系统变化与规划策略的应用。

Catalogue

序
前言
致谢
引言
工具箱为战略规划的进行提供了一个清晰的理论基础，，它以一种阶梯式的方式对40项可能性活动进行叙述；这些活动能确保读者获取一个有效而独特的规划过程，珍惜每一个关键阶段的合作，让每一位利益相关者感觉愉快，、此部分是介绍性的，点明了每一章的重点以及如何阅读本书以获取最大的使用价值。

第一部分战略规划的理论与方法
第一章变革和战略规划的失败
令人遗憾的是，近年来，对于那些已尝试过战略规划的人来说，规划一直代价高昂、耗时费力且得不偿失。本书以扭转这种局面为己任；对于任何想要获取一段满意而有价值的规划经历的企业来说，本书还尝试为它们提供必要的手段与活动。

第二章战略规划的四重方法
本章解释了为什么规划过程中的高度多样化和广泛参与是其成功的关键。我们知道，只有让利益相关者积极参与整个过程，才能确保他们在变革策略实施之际形成主人翁意识。
战略规划活动
四重方法：管理风格的5 000年测试

第三章领导者：创新从高层开始
规划过程为领导者提供了发挥模范作用的机会。人们对追求多年，付诸实际却并不容易。要想在变革过程中博得大家的信任，言行一致是不可或缺的、我们提供了让语言变得更有力的手段与策略，如开放式交流、协作和参与。
战略规划活动
高层管理访谈
改变赞助计划
构建决策框架

第四章战略制定：为改革增添活力
不管有多么良好的意图，许多企业仍然在日常经营活动中被动地对危机做出反应。战略规划要求从不同角度看待体制改革。本章将帮助你筛选出复杂问题——这些问题就是重大变革的基础。成立一个筹划指导委员会能为你提供一个前进的框架，并在整个改革过程中保证质量、保持责任感。

第五章计划和设计的艺术：如何设计适合企业的改革步骤
战略规划即一系列精心安排的事件与会议。然而，我们还了解到正是处理这些事件与会议的方式决定了我们的成败。本章提供了将战略规划“设计”作为一种观念的理解，并展示每一项活动是如何经过精心筹备以提高规划的效果。了解采用哪种“设计”以及何时使用会让你的规划走向成功。

第二部分战略规划过程中每一阶段的活动与设计
第六章开球——战略规划的开始
优秀的销售经理都会承认：打响头一炮就预示了整个销售活动的成功，因为它提供了激发活力与希望、让大家团结一致的机会。好的规划过程同样需要一个精彩的开始，这会向利益相关者们发出一个信号——他们的参与至关重要。

第七章诊断：创造性的数据收集
有史以来，数据收集就是指从问卷调查收集大量信息，然后将数据呈递给组织机构，这在过去通常是大部分组织成员参与最多的时期。而今，我们意识到要让分析阶段取得成功，高度参与，即成员对关键性问题展开讨论，是至关重要的，因为这样才能使企业对未来机遇有更好的了解。分析阶段已成为整个规划过程的核心。
战略规划活动
拼图未来（合作教学）
消费者与客户需求座谈小组（群体决策法）
哄同展望
巡游集体讨论
研究会议（访谈设计）
露天场所会议
……

Book Abstract

在汤姆，彼得斯（TomPeters）对公司业绩优劣情况的审查过程中，他表示，在所有战略规划中，仅有10%被认为是成功的，而且这个数字还带有明显的夸张成分。毫无疑问，战略规划受到了不少人的攻击。亨利，明茨伯格（HenryMintzberg）在其关于战略规划的经典著作中说，当问及什么决策或行动对公司业绩产生了直接影响时，大多数管理者会说没有。即使问及他们的战略规划中是否存在让竞争者有机可乘的罅隙，答案依然是没有。
明茨伯格接着讲述了战略规划的历史。战略规划是一种先进的管理方法，最初出现于20世纪60年代，但随后并没有达到预期效果。1984年，国际收割机公司（InternationalHarvester）与AM国际公司（AMInternational）刚刚吹嘘完其战略规划的成功之后就遭遇了大危机。20世纪80年代早期，通用汽车公司（GM）的首席执行官这样谈论他的战略规划：“我们将这些计划聚集在一起，束之高阁，然后开始去做本就该做的事。”在雷金纳德·琼斯（ReginaldJones）的领导之下，通用电气公司（GE）成了企业战略规划的集中营，它曾一度拥有200多位规划者。公司不断培养领导者，不断投资和试验新规划。然而，在琼斯任职期间，通用电气公司的股票交易却毫无变化，市盈率逐渐下降。20世纪60年代，国防部的罗伯特，麦克纳马拉（RobertMcNamara）将规划—计划—预算系统（PPBS-战略性变革管理的前身）广泛运用于越南战争的军事战略中，其失败彰显了一个事实——在华盛顿筹划战争与在越南的丛林中打仗完全是两码事，PPBS让规划脱离了现实（明茨伯格）。
然而，根据我们的经验，因过去的使用不当而放弃规划这一强有力的手段是没有必要的。通过研究失败原因，我们就可以罗列出低效规划的一般特性了。例如，规划-计划-预算系统会将规划与经验，规划者与实施者分离开来。在这种情况下，就没有有效的方法来制定和调整基于实际经历投入或反馈的策略。另一个反面例子就是通用汽车公司的经历，在那里，规划只是为我们正在做的事正名，它非但不包括战略性思考，而只是为了从我们早已了解的情况中推断出现存模式。这并不是战略规划，而只是一个渐进的长距离规划，对现状和既得利益远远构不成威胁（明茨伯格）。
……

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