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五、规划与决策 - Coggle Diagram

- - - - 返回第一步：找问题
    - - Continue with course of action
- - - - Strategic
      - Operational
    - - short-term
      - long-term
    - - standing
      - single-use
  - - - 3-5年，甚至10年
    - - 1-3年
    - - Typically less than one year
  - - - events do not reoccur
    - - events reoccur frequently
  - - - Steps
        
        1.identify different possible futures(scenarios)
        
        formulate plans to deal with those futures
        
        invest in one plan but...
        
        hedge your bets by preparing for other scenarios and...
        
        switch strategy if tracking of signposts shows
        alternative scenarios becoming more likely
      - Traps
        
        Falure to ensure top management support
        
        Not enough contribution from outside
        
        Lack of balance between line and staff people
        
        Unrealistic expactations
        
        Poorly defined roles and failure to keep on track
      - Traps-Process Pitfalls
        
        Too many scenarios
        
        Not enough time allowed
        
        Failure to link to existing processes
        
        Failure to link to our everyday world
      - Traps-Content Pitfalls
        
        Failure to take the long view
        
        Failure to take the wide view(global)
        
        Too much attention to trends
        
        Too homogeneous a range of view
        
        Lack of internal logic
        
        Failure to look at deeper-level causes
        
        Faiure to challenge mindsets
        
        Failure to make the scenarios dynamic
        
        Irrelevance
        
        Failure to create a real breakthrough
- - - - Mission: the purpose of an organization
      - Vision: a desired future state
    - - Vision
        
        What a company wants to accomplish ultimately
        
        word: "to"
      - MIssion
        
        What a company does and why it does it.
        How a company accomplishes its goal
        
        word: "by"
    - - To top-level managers
        
        provide long-term direction,
        reduce risk of rudderless decision-making
      - To employees
        
        motivate
      - To lower-level managers
        
        keep direction-related actions of on common path
      - To other stake holders
        
        convey organizational purpose and identity
        
        strategic commitments
      - 对公司
        
        improve firm performance
    - - Product-Oriented Vision Statements
      - Customer-Oriented Vision Statements
      - product转化为customer益处
        
        Find other business opportunities as environment changes
    - - Think about the fure, long-term oriented
      - Inspiring, get people exited
      - Dream of big
      - Most of time, customer oriented
      - Get rid of buzz word
      - Clearly define what you do and what you don't do
  - - - Values form a foundation for a firm's vision and mission
      - Values serve as the guradrails to keep the company on track
  - - - precise and measurable
      - address important issues
      - challenging but realistic
      - specify a time period in which they should be achived
    - - specific simple significant srategic rational measurable
        tangible written shared; consistent with your values
    - - a desired future state that an organization attempts to utilize