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Jingdong book

组织协同:运用平衡计分卡创造企业合力

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大部分组织都包含多个业务单元,每个业务单元都有受过良好训练,经验丰富的管理人员和优秀的员工,但是许多业务单元之间无法协同工作。它们的工作目的各不相同,目标也互相矛盾。结果导致业绩不佳、错失良机、浪费资源、企业创造的总体价值小于各部分之和,总部滑起到应有的作用,实现1+12。
罗伯特·S.卡普兰和戴维·P.诺顿在本书中阐述了如何纠正这些组织失调的状况——不只在公司内部,而且包括公司与董事会、投资者、客户和供应商之间。
作者认为,促进组织协同的责任在于集团总部。他们阐述了企业高管如何制定集团层面的战略图和计分卡,形象地描绘出集团的“企业价值定位”——企业如何在不同的业务单元之间创造协同效应,以及运用革命性的平衡计分卡管理体系来设定、协调、监控高层战略的实施。
本书引用了大量的案例分析、操作性强的框架,以及战略图和计分卡范例,指导企业领导人如何运用平衡计分卡来保证组织的每一个部分都在朝着共同的战略目标前进。
Author Description

作者:(美国)罗伯特·S.卡普兰 (美国)戴维·P.诺顿 译者:博意门咨询公司



罗伯特·S.卡普兰,平衡计分卡创始人,哈佛商学院教授。

戴维·P.诺顿,平衡计分卡创始人,百略达集团总裁。
Comments

高纯净组织能够确保其总裁的工作重点也是员工的工作重点,即使是在遥远的三个时区外工作的员工,或者是处于三个管理层级以下的基层员工。卡普兰和诺顿运用大量的真实安全,在如何推动即使是最复杂的组织协同的领域内为我们提供了行之有效且说服力强的战略。本书对战略中心型组织的领导们来说是一本必读之作。
——Cognos公司总裁兼CEO罗布·阿什

卡普兰和诺顿在本书中为管理企业变革提供了实战性的指导,再一次彰显了他们在战略管理方面的突出成就。任何想在目前这种竞争不断加剧、形势越来越复杂的全球商业环境中生存下去的人,都一定要阅读这本书。
——戴姆勒·克莱斯勒东南亚地区副总裁威廉·拉索

在理光,我们运用有效的平衡计分卡工具来协同不同业务单元的战略。在这本新作中,卡普兰和诺顿为进一步提升协同效应,分享了他们的见解、实例和切实可行的建议,以企业提高客户满意度和财务业绩。
——理光公司董事长兼CEO樱井正光

人们在谈论战略的时候也会变到执行,但是正如卡普兰和诺顿在本书中所展示的,组织的协同才是实现战略的关键成功因素。勇冠这让管理层关注协同,作者为企业提供了有力的工作,以提高基于现在资源和战略的回报。很难想象,如果不应用书中的匣,如何来管理一家《财富》500强企业。
——《跨越鸿沟》一书作者杰弗里·A.摩尔

《组织协同》提供了丰富的经验,阐述了组织如何通过把战略分解到整个组织直至个人,以创造企业的协同效应,使组织的整体价值大于各部分之和。
——梅隆财团副董事长小约翰·L.克林克
Catalogue

序言
致谢
1 协同:经济价值的来源
2 企业战略与组织架构:历史性回顾
3 财务与客户战略的协同效应
4 协同内部流程和学习与成长战略:整合的战略主题
5 支持单元的协同
6 分解:流程
7 董事会和投资人的协同
8 与外部合作伙伴的协同
9 协同流程的管理
10 整体战略协同
注释
作者简介
Book Abstract

每年春季和秋季的周末,在波士顿和剑桥间的查尔斯河上,我们经常会看到八人划艇比赛。每一艘划艇上的运动员都体格强壮、士气高昂,看得出都经过了严格的训练。然而比赛取胜的关键却是运动员能否在同一瞬间同时用力划桨。试想一下,八个体能优秀、训练有素的运动员对取胜的方法有着各自不同的观点:例如每分钟划几次桨、根据风向、风速和水流状态选择哪一条航线和如何转弯及过桥洞,结果会怎样。如果八名运动员都按照自己的想法去划,那么结果将会是惨痛的:八个人以不同的速度向不同的方向划桨会使划艇原地转圈甚至沉没。而获胜的划艇则像一曲美妙和谐的乐章,在舵手的指挥下,每一个选手都有力击水并与其他选手协调一致。
很多企业就像一艘没有统一协调的划艇。它们由多个优秀的业务单元组成,每一个业务单元都拥有经验丰富、训练有素并积极上进的领导者。但是,每个业务单元之间没有产生协同效应,最多也就做到各个业务单元互不影响。而企业的整体业绩就是所有业务单元业绩的总和减去总部的成本。更有甚者,大多数时候,这些业务单元在实际运作中还会在共享客户或其他共享资源方面产生矛盾,或者由于互相问的协调不力而导致与一些原本可以取得更高绩效的商机失之交臂。因此汇总后的公司运营结果当然与理想的协同一致结果会有相当的差距。
划艇的舵手就像一个企业的总部。一名被动的舵手会占据一艘划艇宝贵的空间,增加划艇的负重而影响团队的整体成绩;相反,一名优秀的舵手熟知每一名划桨队员的强项和弱点,了解外部环境,分析竞争形式,然后设定一整套比赛方案并确保有效的实施,使团队在最佳状态下进行比赛而取得最佳成绩。一名优秀的舵手就是一个非常具有领导能力的企业总部,为所有拥有出色成绩基础的优秀运动员提供了一个协同发挥的舞台。
协同的重要意义
每年,全球平衡计分卡协会都会选择一些成功企业进入“战略执行明星组织榜”,这些组织有一个共同点:它们都成功利用基于平衡计分卡的绩效管理系统来执行组织战略。
例如,戴姆勒一克莱斯勒集团旗下的美国克莱斯勒汽车公司,曾被预测2001年度将面临51亿美元的亏损。公司新总裁运用了平衡计分卡工具来沟通他的重整战略,其中包括成本降低和通过新产品开发获取未来业务增长。结果,尽管美国汽车市场持续低迷,克莱斯勒通过推出全新产品及大幅度提高生产效率等举措后,2004年利润达到19亿美元。美国媒介综合集团,一家区域性媒体通信公司(报纸、电视和互联网),通过使用平衡计分卡,使下属的不同产业得以执行新的集中化战略,在四年的时间内股票较其竞争对手高出85%。依恋公司(E-Land)是韩国的一家多元化公司(服装零售业、酒店业、家具业、建筑业),1998年至2003年期间,其营业收入翻一番,达到11亿美元,利润也由800万美元增长到1.5亿美元。
通过对明星组织榜上企业的研究并将之与我们在线调查的另两组公司进行比较:高收益用户(HBUS)在使用平衡计分卡的过程中能够达到显著的效果,但是低收益用户(LBUs)却只能从项目的实施中得到有限的收益。根据我们所定义的成功执行企业战略的五项关键管理流程,我们对这三类组织进行了比较和分析。
◆战略推进:充分利用企业高层的力量来推进。
◆战略释义:制定战略图、平衡计分卡、目标值和行动方案。
◆组织协同:将公司、业务单元、支持单元、外部合作伙伴、董事会与公司战略进行连接。
◆员工激励:提供员工的教育、沟通、目标设立、奖金激励和培训。
◆治理流程:连接公司战略与计划、预算、报告和管理层评估会议。
图1-1表示在战略管理实践上根据战略执行的不向水平对三个小组进行的比较结果。结果呈现出非常有规律的排序:明星组织榜的组织在每一项流程上的表现均超出其余两类组织,而高收益用户则超出低收益用户的每一个流程表现。组织的高收益与战略管理的水平息息相关。
图中还显示,明星组织榜组织与其他两类组织的最大区别在于,明星组织能够充分发挥管理流程中的战略协同效应,即在组织、业务单元和支持单元之间的战略上协同这一点,明星组织榜企业远远胜出另外两组,如同能够同步划桨的划艇团队一样更能取得优异的成绩。由于组织协同可以为企业带来极大的价值回报,因此理解如何在组织内创造协同是一件非常重要的工作;同时,令我们感兴趣的是:所有被在线调研的管理者都认为,平衡计分卡是帮助他们实现组织协同最有效的工具。
企业价值
在企业层面组织协同并创造价值所引起的关注度往往不及业务单元的层面。多数的战略理论都注重于业务单元层面,如关于独特的产品、服务、客户、市场、技术以及能力。一个业务单元的战略描述通过创造产品、服务为潜在客户提供一种独特的、区别于其他竞争对手的综合利益,即客户价值定位。如果价值定位具有充分的吸引力,顾客将会产生一系列的购买行为从而为业务单元创造价值。我们在前一本书中提到过业务单元四种典型的价值定位。
整体成本最佳:为客户提供持续的、及时的、低成本的产品和服务。
产品领先:为客户持续提供具有延展性的产品和服务。
客户解决方案:为客户提供一系列定制化的产品和服务,并结合相关知识帮助客户解决问题。
系统平台:为客户提供的平台成为产品和服务的行业标准。
业务单元开发战略图和平衡计分卡的主要目的是在高层管理人员之间达成对战略的统一和认可,与员工沟通战略从而使战略能够得以执行,根据战略合理分配资源以及对战略进行动态管理和跟踪。所有这些行为都是业务单元通过其客户关系管理创造价值的主要驱动因素。
如今多数大型公司都是由不同的业务单元或共享职能单元组合而成。如果公司想要为业务单元和共享职能单元增加附加值,那么公司需要协同这些运营单元并创造协同效应。因此,如何使总部产生这种附加值便成为公司或企业层面制定战略的一项内容。。当企业把各个分散经营的业务单元和职能单元的不同工作协同在一起的时候,将会产生一种额外的价值,我们称之为企业价值。
举例说明,为促进公司内部各业务单元产品和服务的交叉销售,一家公司需要建立一条新的销售渠道。企业可以通过在组织内的业务单元共享一些昂贵和重要的资源而达到规模效应,如一个制造厂、一套信息系统或一支研发队伍。如果公司的总部层面不能主动地发现和协调那些可以整合不同业务单元之间的分散式运作,协同效应将很难产生。然而,如果总部不能创造出这种协同效应,反而在消耗这些业务和共享单元所创造的价值,那么公司投资者显然有理由对业务单元的捆绑战略提出质疑。如果把这种缺乏协同效应的企业解体,在这些独立运作的业务经营单位仍占有相应的股份,可以省去原公司总部层级管理产生的不必要成本,股东们反而可以收到更高的价值回报。
企业战略描述了企业怎样才能创造超出各个业务单元独立运营所创造的价值总和来避免这个结果。我们这里将具体的、通过跨部门运作产生协同效应来创造源于企业的价值称之为企业价值定位。
其实,一些公共机构和非营利组织也面临类似的问题。例如,国防部需要整合那些强大的各军事单位之间(如陆军、海军、空军、陆战队和国防运输局)的工作,这些单位规模庞大、资金丰富、拥有多年自治传统;加拿大皇家骑警队需要整合不同区域的队伍和职能部门,包括治理国际犯罪、恐怖主义的国家警察部队、向土著居民宣传安全与健康的偏远单位以及协助各省市级正规警队的合同式警察部队;美国红十字会和糖尿病协会需要在一个共同的品牌与理念下将分散的各机构联合成一个跨国籍的网络组织。以上提及的各个组织都需要一个工具,即平衡计分卡和战略图来明确、沟通和加强其企业角色定位。
……

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Seller will ship the orders within 1-2 business days. The logistics time limit is expected to be 7-15 working days. In case of customs clearance, the delivery time will be extended by 3-7 days. The final receipt date is subject to the information of the postal company.

Yami Points information

All items are excluding from any promotion or points events on Yamibuy.com

Return Policy

You may return product within 30 days upon receiving the product. Items returned must be new in it's original packing, including the original invoice for the purchase. Customer return product at their own expense.

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About the brand

Jingdong book

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About the brand

Jingdong book