由Irv Beiman

战略管理在中国是一个巨大的挑战。 什么是战略？ 我们怎么可以增加我们的收支击中雄心勃勃的生长目标？ 我们是更加高效率的和怎么可以做更好的用途我们的财产维护或增加有利？ 为什么我们现有的顾客应该继续从我们买？ 我们怎么将吸引并且保留新的顾客？ 一旦我们是清楚关于战略，我们怎么可以有效地传达它？ 我们怎么可以创造我们需要是成功的焦点？ 我们是否是肯定的我们正确关于怎样赢取？ 如果我们是错误，我们可以发现足够很快做必要的调整？ 我们怎么可以有效地处理我们的战略在这样一个动荡国内和全球企业环境里？ 什么是重要为实施我们的战略，并且怎么在这些区域可以我们保证我们有充足的能力的战略能力？ 软件和它是什么将使我们监测我们的战略表现和更加有效地执行的基础设施？

这些是正义的将关注的某些问题，当处理战略在地面在中国时。 作为战略管理的参加者观察员在中国超过10年，我看演变变动发生。 中国有一个扩展基地 注意最新的管理的董事和经理在战略管理和他们趋向快速地学会。 Their practical penchant for determining what works and then adapting it for their own needs is either heartening or disturbing, depending on whether you are their customer or their competitor. Foreign invested enterprises in most major industries are increasingly troubled by their competitors’ ability to adapt innovations to better fit this market’s needs and deliver them at lower cost.

Chinese companies face the same problem. Innovations are rapidly assimilated by domestic competitors who often deliver at lower cost. Consider the case of a successful first level subsidiary of a state owned bank. It was ranked as the #1 performer among first level subsidiaries of this Fortune 500 Bank for 4 consecutive years. It was also #1 in revenue growth and profitability compared to its local competition. The bank’s strategy had been to focus on product leadership and innovation. It was the first bank in its area to establish 3 special centers – for housing mortgages, car loans, and currency trading – with each attracting many new customers. The bank had also created many new financial products for the private sector including telephone banking, Internet banking, government bonds, and foreign exchange products. Other state owned banks in the local area were following the bank’s business strategy, and competition was rapidly intensifying.

This bank’s strategy involved a focus on products rather than customers. For example, high net worth individuals had to travel to special centers at different locations to obtain a housing mortgage and a car loan. The bank was not delivering total solutions to its strategic customers and the bank’s culture [like most domestic banks] was not customer-focused. The bank did not maintain a customer database. All departments and branches were focused on their own specialty functions and responsibilities without consideration of cross functional business needs.

The bank’s CEO was a capable executive. He had led his organization to success as a product leader in its market. He was innovative and receptive to new management ideas. He recognized that private banking might provide significant growth and profit potential, but he also knew his organization would have to become more customer focused to execute that strategy. He recognized his organization needed to focus on improving key business processes as well as developing new competencies, if it was to successfully implement a more customer focused strategy.

The CEO decided to use a strategic management methodology based on the Balanced Scorecard [BSC] to create the rapid change and new focus required to implement his new strategy. He began by helping his top team get clarity on the new strategy, which included a new value proposition that was focused on high net worth individuals. The top team used a management tool called a strategy map to visually identify strategic themes and objectives for clearly communicating the new strategy to all managers and staff throughout the organization. This leadership group developed a BSC for the entire bank that was cascaded to additional scorecards for all departments and branches, eventually down to the level of individual employees. The design of these balanced scorecards included attention to establishing vertical and horizontal alignment of objectives and measures with the new strategy.

The strategic management and organizational change process included identification of key business processes to improve, as well as careful linkage of employee incentive compensation and competency development with the new strategy. The bank established an information system to monitor strategic performance and report progress as well as identify areas for special attention. Changing all these aspects of the bank’s management systems contributed to a significant culture change throughout the bank. The bank created a dynamic strategic management system that enabled it to improve transparency throughout the organization. This transparency of strategic performance enabled the bank to analyze results and make timely adjustments where they were needed. The bank was able to once again create a significant competitive advantage as a result of dramatic improvements in its strategic management capability. One year after implementing the strategic management system and methodology, they were once again ranked #1 in terms of growth and profitability among more than 30 first level banks within the Fortune 500 Bank.

Dr. Ivr Beiman, http://www.egate-china.com/