Is There Any Mistake In The Strategic Management Of Enterprises?

Although P does not see the sword and blood in the battlefield, business competition is equally merciless. Especially in today's increasingly competitive market, the tide of market globalization and technological innovation of thousands of miles make it impossible for enterprises to lose control of their strategic management process if they fail to "grasp the first machine and carefully manage to break".

How to make and implement the correct business strategy in the turbulent market competition has become the key to decide whether an enterprise can remain invincible.

Because of this, the field of corporate strategic research has created many world-class management guru, such as Michael Porter (Michael Porter) and Gary Hamel and Pleja.

< /p >

Professional managers are more necessary to learn from failure. In terms of business strategy, many well-known enterprises have lost their way. If they can extract regular insights from their failure cases, they can be regarded as a great gospel for business strategy. In this way, University of Kentucky Gatton lecture professor, Gregory G.Dess of University of Kentucky and assistant professor of Chicago Illinois University (University of Illinois at), and other experts have conducted a long-term in-depth study of many companies. Please refer to: Strategic Management: create competitive advantage, and focus on their gains and losses in business strategy. < p > relative to gaining experience from success.

Their research shows that if a perfect business strategy is not implemented effectively, it will eventually become worthless; and a business strategy with congenital bias, no matter how great and extraordinary the enterprise leader is, the execution process is impeccable, and finally, it is also doomed to fail.

And a proper business strategy has been established, and with the full implementation, enterprises will be able to fight for ever.

They also emphasized that the ultimate success of enterprises does not necessarily need a unique strategy. The key point is that the strategy is comprehensive and without obvious defects. Similarly, the implementation of enterprise strategy does not necessarily require a powerful leader. The key is to keep a clear head and avoid committing a low-level mistake.

We should give special reminding to managers who think they have different business environment and ignore the warning. "Fear and fear, keep a guard mentality, help reduce business risks and avoid repeating the same mistakes".

As in sports arena, if you want to win in the end, you should make fewer mistakes.

Otherwise, you may have been eliminated after the match.

< /p >

< p > then, what are the 7 major business strategy traps that make many enterprises lose their front legs? How can enterprises circumvent these hidden shoals? < /p >

< p > < strong > 1. < < /strong > > < /p >.

< p > many enterprises erroneously recognize and judge the changes in the competitive environment.

Although many of them occupy the leading position of "a href=" http://www.91se91.com/news/index_s.asp "/a", they ignore or misunderstand the signs of changes in the competitive environment, and finally lead to serious erosion of their competitive edge.

To avoid misjudging the competitive environment, enterprises first need to cultivate an enterprise culture that is sensitive to environmental changes.

As Grove of ntel said, this is the age when "only paranoia can survive".

In the analysis of competitive environment: < /p >

To identify and identify the crux of the problem: we must correctly define our competitive space and not only focus on our existing competitors. We must integrate potential and new competitors into the field of vision besides thoroughly understanding alternatives and complementarity. P

< /p >

< p > sufficient analysis and choice: in order to carry out the evaluation of the results; second, the measurement of risks; 3. The consideration of decision criteria; 4. The process of evaluation and selection of programs; an effective competitive information system must be built to ensure the smooth flow of relevant information within the organization and make it properly disposed of; it can provide an adequate, reliable and effective information platform for the correct formulation of business strategies.

< /p >

< p > < strong > 2. bypasses the "biased assumptions" /strong < /p >

< p > some enterprises build their strategies on a series of wrong preconditions, or fail to update the premise assumptions of strategic decisions with the change of environmental conditions, resulting in the phenomenon that "good medicine sees wrong diseases".

If managers want to get rid of such traps, they must: < /p >

< p > I always carry out digital verification of some assumptions, prerequisites and concepts that I am accustomed to.

The subjective behavior of decision-makers is a prerequisite which is taken for granted without being verified by numbers. It is often adopted without deliberation, which brings great risks to business strategy.

{page_break} < br / >

< /p >

< p > all assumptions should be highly consistent and mutually reflect each other in the overall strategic framework.

< /p >

< p > 3, according to the difference of the importance of business strategy, we should sort out and distinguish the construction and management from different premises.

< /p >

< p > don't forget that all kinds of assumptions should be redefined as time goes by and the environment evolves to ensure their effectiveness.

< /p >

< p > < strong > 3. avoid "self weakening of competitive advantage" < /strong > /p >

< p > comes from adopting the invariable enterprise strategy or the static view of the "a href=" http://pop.sjfzxm.com/popimg/xm/index.aspx "strategy < /a", which results in the failure of the enterprise to adapt to the change of the external environment. The strong strength of the enterprise can not be successfully pformed into a sustainable competitive advantage, and it will inevitably lead to a disadvantage in the market competition.

Faced with this predicament, in order for enterprises to have sustainable competitive advantage in the market, business executives must: < /p >

< p > 1. Establish a systematic and dynamic sense of strategic management, build business activities on the basis of process and focus on the key value chain of enterprises.

< /p >

< p > 2, we should expand the scope of enterprise value-added activities so that it can cover customers and suppliers.

< /p >

< p > 3 for every link of the enterprise value chain, we must be aware of the advantages and disadvantages of the competitors and create value in various forms around the value chain.

We should try to integrate various value-added activities of enterprises, pay attention to the dynamic process of competitive environment, and add unique value to enterprises in an innovative way.

< /p >

< p > < strong > 4., breaking through the blind expansion of self harm value < /strong > < /p >

< p > in the face of the oppression or guidance of the competitive market environment, enterprises often succumb to the impulse to blindly diversify in spite of their own conditions and blindly enter some business areas that they are not good at, and the result is often outweighed by gains and losses, but on the contrary, they reduce the dynamic basis of the value chain of enterprises.

As we all know, the core competitiveness of enterprises is the foundation of enterprises in the market and the source of their competitive advantages. In order to make diversification a success, they must always keep pace with the growth of the core competitiveness of enterprises. Therefore, in the process of diversification, we must make the new business areas strong support from the core competitiveness of the company and pform them into corresponding competitive advantages in the value-added process, so as to get the synergy effect in diversification.

From the perspective of enterprise value chain, whether the new business can become a natural extension or effective supplement of the existing value chain of the whole enterprise, it should become an important weight in the decision-making of diversification.

< /p >

< p > < strong > 5. eliminates the bottleneck of "constrained by organizational structure" < /strong > /p >

< p > in the traditional enterprise organization, the functions of different departments (function) are distinct and assume different functions and responsibilities.

In the implementation of enterprise strategy, the chasm of organizational division often turns into an insurmountable obstacle.

Therefore, under the traditional < a href= "http://www.91se91.com/news/index_p.asp" > organizational framework < /a >, it is necessary to striding across different functional departments, and then build effective coordination and integration system, leading the core process, almost to the difficulty of Shu Road.

To break through such difficulties, enterprises need to restructure the traditional organizational structure (BPR), in addition to completely eliminating activities that can not be added value, and create a new borderless form of organization.

Here, we also need to follow the concepts and methods of business process and value chain. First we must define the overall business objectives and strategic ambience of enterprises, identify the key processes, critical control points involved in the strategy and their mutual influence.

Immediately after the design corresponds to the organizational structure, the second is to achieve coordination and integration within the same organization and different organizations; only by establishing clear objectives, effective communication, and using cross functional departments, can we break through the fence and make the various departments of the organization match perfectly and operate smoothly.

{page_break} < br / >

< /p >

< p > < strong > 6. avoid the "runaway" /strong of strategic implementation management. < /p >

< p > there are usually two causes for the runaway of strategic management: one is that enterprises blindly pursue certain arbitrary and rigid goals; the two is that the strategic control system of enterprises is out of balance and can not reach a balance between the three aspects of enterprise culture, incentive system and behavior standard.

The four steps of the traditional strategic monitoring process are as follows: first, formulate strategies and set specific goals; second, implement strategies; third, evaluate actual performance based on established goals;

Such a relatively static strategic monitoring process, because of the lack of process management, results in the time lag between strategic formulation and strategic control, which can cope with a more stable competitive environment, but in a dynamic and changeable environment, it appears to be stretched or even out of control.

In order to make the strategy implementation in a controlled state, enterprises must use the "double loop and double button" monitoring and management system, and make quantitative analysis and real-time evaluation on the target itself, establish the utility function of each target and the key control points and critical limits of the process management. Managers should manage the daily value-added activities of the key processes of the enterprise, and take effective corrective measures to deal with the potential hazards or potential hazards beyond the critical limits.

Through the information between strategy formulation and strategic control, a complete, dynamic and continuous strategic management system can be established through strategic action and strategic control.

It is necessary to build a corporate culture consistent with the strategic objectives of the enterprise, and perfect the corresponding incentive mechanism and internal control management system.

At the same time, we must promote the consistency of corporate culture, overall goals, strategic objectives and management mechanisms, and ensure that they can adapt to the changes of the external environment over time, thus maintaining the indispensable flexibility of the organization in the changing environment. In a word, enterprises as a whole exist and can gradually decompose strategic management within themselves, but we must pay attention to maintaining the vertical and horizontal adaptability of all levels. As a constituent cell of the whole society, enterprises need to maintain a stable and benign interactive relationship with the external environment, so that we can truly achieve stability and survival of the fittest.

Interoperability actually reflects the sensitivity and responsiveness of enterprises to the changes of internal and external factors. This is a magic weapon for enterprises to survive because of uncertain changes.

< /p >

< p > < strong > 7. to solve the problem of "leadership failure" < /strong > /p >

< p > in the implementation of enterprise strategy, strong leadership plays a vital role in the final success.

But we often find that many senior executives of enterprises are either opinionated or indecisive. They ignore the basic principles and fail to provide strong leadership skills needed to achieve strategic planning in enterprises.

Such enterprises are often trapped in an awkward position, and the strategic planning of enterprises often becomes a castle in the air.

To successfully lead a company to achieve a strategic goal, business executives must create a sense of urgency in the organization and act quickly and decisively to enhance their execution. It is necessary to shape and promote the vision of the enterprise and to achieve the specific action plan for the vision plan. At the same time, we must set up the goals of the enterprise and widely empower the front-line staff to make the best efforts to achieve the strategic objectives of the enterprise and make contributions to the implementation of the strategic goals. In addition, we must constantly summarize the gains and losses in the implementation of the strategy so as to institutionalize the beneficial changes that have taken place and reduce the PDCA management mechanism of the enterprises.

Only in this way can enterprises go all in one heart and one mind and move steadily towards the established strategic direction.

< /p >

"P > strategic management" seven misunderstandings "is a field where enterprises need to be more careful in the process of strategic management.

It has a special reference for professional managers who are being baptized by market economy in China.

In a long period of market economy, we have witnessed many enterprises that have been attracted by wind and rain for a while.

The strategic mistakes made by many enterprises coincide with the description of this article in many respects.

< /p >

< p > a lot of company's mistakes (giant company is an example), first of all, it falls into first mistaken areas, erroneously judges the competition environment, under the economic environment overheating condition, the blind optimism, thinks that has the huge profits to be possible to plan.

Thus ignoring their own core competencies, they wrongly put the future chips of enterprises in their own industries of no merit; that is, blind diversification, damaging the value of enterprises and falling into a dilemma, falling into fourth misunderstandings.

Thinking and methods can not adapt to the complex management needs of the value chain after the development of enterprises. The whole company is gradually derailed. It is not a normal controlled state. The synergy effect between the main departments and support departments is not integrated. This situation is the embodiment of the fifth and sixth misunderstandings. When the diversification strategy leads to the shortage of funds, the decision-making level of the company is just cutting the gap in the health care products, adjusting the funds of the health care products business to fill the bottomless pit of the real estate, and never calmly evaluating whether or not they should be involved in the whole process. This is just a symptom of second mistaken ideas. The result is that the health care products business has not been able to recover. Moreover, after the rapid expansion of the enterprise scale, the corresponding business processes and leadership patterns were not adjusted, and the original management was still used.

All sorts of strategic errors are also doomed to the fatal disaster of the giant company.

< /p >