针尖战略：战略聚焦的30个工具

　　第一章 多元化时代的终结··································································1
　　巨头的多元化之殇··································································1
　　企业增长的迷思·····································································3
　　经济繁荣时期也是企业多元化盛行的时期····································7
　　多元化成功的条件已经离我们远去·············································8
　查看完整　　

　　李祖滨人才领先战略理论创立者，南京德锐管理咨询公司董事长，美国亚利桑那州立大学凯瑞商学院工商管理博士DBA，上海交通大学高级金融学院全球商业领袖学者，中欧国际工商学院EMBA，南京大学MBA，伟事达私董会总裁教练，《人力资源》杂志专家委员会领衔专家，南京大学兼职研究生导师，连续14年为南京大学MBA讲授“人才领先战略”课程，早期在沃尔玛等企业从事HR管理工作，曾在中国民营500强担任执行总裁。从事管理咨询工作16年，为100多家上市企业提供薪酬绩效、股权激励、人才选择、人才培养、组织变革、企业文化的管理咨询服务。翻译出版:戴维?尤里奇的《人力资源转型》和吉姆?柯林斯的《飞轮效应》著有书籍:《聚焦于人》《精准选人》《股权金字塔》《345薪酬》《重构绩效》《找对首席人才官》《人才盘点》《人效冠军》《人才画像》《3倍速培养》《校园招聘》《双高企业文化》《测评识人》。孙克华德锐咨询高级合伙人、项目总监、人才激励金牌讲师、薪酬专家。具有多年人力资源管理咨询经验…
　查看完整　　

　　在近5年快速变化的外部环境下，企业面临的压力和挑战与日俱增，大型集团性企业盲目实施非相关多元化战略的失败案例的出现，提醒很多企业要思考：如何通过战略聚焦在存量市场、资源有限、竞争加剧的环境中突出重围？当前无论是专做战略的咨询机构，还是有战略模块的咨询公司，抑或是企业的战略管理部门，对战略聚焦的思考仍然停留在业务聚焦上。然而仅仅做到业务聚焦并不一定能解决盲目多元化所带来的问题，也不能全方位抵御威胁，更无法发挥出战略聚焦的优势。企业家和企业应该找到业务聚焦背后更深层次的原因。德锐咨询对此进行了深入的研究，并提出了战略聚焦的6个方面，形成了针尖战略运行体系——从企业的愿景聚焦、业务聚焦、优势聚焦、组织聚焦、人才聚焦和企业家精力聚焦6个方面，通过30个可落地的战略聚焦工具彻底地、完整地、深层次地、系统地解决企业战略聚焦的问题。

　　第一章 多元化时代的终结··································································1
　　巨头的多元化之殇··································································1
　　企业增长的迷思·····································································3
　　经济繁荣时期也是企业多元化盛行的时期····································7
　　多元化成功的条件已经离我们远去·············································8
　　战略聚焦：新时代企业的唯一选择···········································11
　　第二章 针尖战略模型······································································13
　　针尖战略六要素···································································14
　　针尖战略要素一：愿景聚焦····················································15
　　针尖战略要素二：业务聚焦····················································18
　　针尖战略要素三：优势聚焦····················································22
　　针尖战略要素四：组织聚焦····················································27
　　针尖战略要素五：人才聚焦····················································31
　　针尖战略要素六：企业家精力聚焦···········································32
　　第三章 愿景聚焦············································································35
　　愿景聚焦驱动企业发展··························································35
　　用三环理论明确愿景方向·······················································40
　　愿景聚焦五要素···································································41
　　传递愿景并达成共识·····························································45
　　战略聚焦工具······································································49
　　第四章 业务聚焦············································································50
　　选择核心业务······································································51
　　剥离非核心业务···································································58
　　谨慎开启第二曲线································································60
　　战略聚焦工具······································································64
　　第五章 优势聚焦············································································65
　　飞轮效应的原则···································································65
　　构建优势飞轮的三步法··························································65
　　构建优势飞轮的六问：找出胜人一筹的招数······························67
　　选好优势飞轮的起点：练出“一剑封喉”的绝招························76
　　验证优势飞轮的问题清单·······················································82
　　用优势飞轮帮助企业聚焦优势·················································82
　　战略聚焦工具······································································89
　　第六章 组织聚焦············································································90
　　收缩被叫大的组织································································91
　　砍掉不该设立的公司·····························································93
　　撤回不必要的异地机构··························································94
　　加强组织内部协同································································96
　　及时收回过多过早释放的股权················································106
　　集中化管理········································································108
　　战略聚焦工具·····································································109
　　第七章 人才聚焦···········································································110
　　集中人才打胜仗··································································110
　　关键岗位饱和配置·······························································112
　　关键人才提前储备·······························································115
　　提升优秀人才密度·······························································116
　　资源向优秀人才倾斜····························································120
　　战略聚焦工具·····································································125
　　第八章 企业家精力聚焦··································································126
　　企业家精神36字标准··························································126
　　精力聚焦于——实现愿景······················································127
　　坚持先人后事·····································································129
　　打造组织能力·····································································132
　　减少无效社交··················································
^ 收 起　　

　　李祖滨人才领先战略理论创立者，南京德锐管理咨询公司董事长，美国亚利桑那州立大学凯瑞商学院工商管理博士DBA，上海交通大学高级金融学院全球商业领袖学者，中欧国际工商学院EMBA，南京大学MBA，伟事达私董会总裁教练，《人力资源》杂志专家委员会领衔专家，南京大学兼职研究生导师，连续14年为南京大学MBA讲授“人才领先战略”课程，早期在沃尔玛等企业从事HR管理工作，曾在中国民营500强担任执行总裁。从事管理咨询工作16年，为100多家上市企业提供薪酬绩效、股权激励、人才选择、人才培养、组织变革、企业文化的管理咨询服务。翻译出版:戴维?尤里奇的《人力资源转型》和吉姆?柯林斯的《飞轮效应》著有书籍:《聚焦于人》《精准选人》《股权金字塔》《345薪酬》《重构绩效》《找对首席人才官》《人才盘点》《人效冠军》《人才画像》《3倍速培养》《校园招聘》《双高企业文化》《测评识人》。孙克华德锐咨询高级合伙人、项目总监、人才激励金牌讲师、薪酬专家。具有多年人力资源管理咨询经验，主导并参与40多个管理咨询项目，在战略绩效、薪酬管理、精准选人、人才发展等方面有丰富的项目经验。著有书籍：《人才画像》。
^ 收 起　　

　　在近5年快速变化的外部环境下，企业面临的压力和挑战与日俱增，大型集团性企业盲目实施非相关多元化战略的失败案例的出现，提醒很多企业要思考：如何通过战略聚焦在存量市场、资源有限、竞争加剧的环境中突出重围？当前无论是专做战略的咨询机构，还是有战略模块的咨询公司，抑或是企业的战略管理部门，对战略聚焦的思考仍然停留在业务聚焦上。然而仅仅做到业务聚焦并不一定能解决盲目多元化所带来的问题，也不能全方位抵御威胁，更无法发挥出战略聚焦的优势。企业家和企业应该找到业务聚焦背后更深层次的原因。德锐咨询对此进行了深入的研究，并提出了战略聚焦的6个方面，形成了针尖战略运行体系——从企业的愿景聚焦、业务聚焦、优势聚焦、组织聚焦、人才聚焦和企业家精力聚焦6个方面，通过30个可落地的战略聚焦工具彻底地、完整地、深层次地、系统地解决企业战略聚焦的问题。