First, positioning leads strategic planning.
When making a strategy and carrying out business activities, an enterprise should first think about "who we are", "what we should do" and "what kind of person we should be". The above three considerations, combined with the investigation and analysis of internal and external environment, form a "positioning" of an enterprise. In other words, it drives enterprises to determine their position in an environment divided by three dimensions: business and products, service objects, time and region.
Strategy is the combination of goal and strategy, its core is the determination of direction and the choice of strategy, and its purpose is to build a bridge connecting the current status quo and future expectations. Before deciding the strategic direction, objectives, business, tasks, strategies, plans and policies of an enterprise, all successful strategic planning, whether consciously or unconsciously, must be based on an appropriate positioning. Without proper positioning, it will lead to the failure of strategy and the decline of organization.
The essence of strategy is to realize the positioning of an enterprise at all levels and dimensions. Driven by market demand, under normal circumstances, the positioning of enterprises is manifested in three dimensions: business and products, service objects, time and region, and should be repositioned with the changes of business and products, service objects, time and region to adapt to it, and the organization, human resources, culture, business model and marketing model will also change. When your positioning has been established, your positioning genes have accumulated, your determination to grow is already there, all your preparations are there, and naturally, your strategy is already there.
Second, the road map links strategic objectives.
The strategic roadmap is mainly composed of sub-strategic elements such as strategic direction, objectives, business, tasks and strategies. The strategic roadmap describes various paths that an enterprise can achieve its strategic goals, and it is a method and step to guide the enterprise from the current status quo to the future expectations.
A clear and effective strategic roadmap lies in clear thinking, appropriate strategy, clear steps and strong feasibility, which can help enterprises achieve their strategic goals quickly. The strategic roadmap starts from the proper positioning, selects the development direction, determines the mission, vision and goal, selects the strategic form, determines the strategic choice, determines the business order, defines the key business tasks, designs the strategic measures, and builds a bridge between the current situation and the strategic goals.
For the formulation of strategic road map, the following points are put forward here: first, the courage and sense of responsibility of decision makers have a profound impact on the formulation and selection of strategic road map; Second, we should determine the goals that can be achieved from one to another, and avoid falling into the predicament that we can't achieve the same goals; Third, the strategic roadmap should have plan B；; Fourth, the strategic roadmap needs to meet the actual needs, not the logic.
Third, the timetable promotes the strategy to land.
Strategic timetable is the overall expression of strategic stage, time arrangement, action plan and management indicators. Only the plan description of various activity schedules cannot be called a strategic schedule. The strategic timetable defines the sequence and duration of strategic activities, the causal relationship between the goals at all levels and the action plan, keeps all strategic activities consistent, and emphasizes the sense of time urgency, aiming at improving the strategic execution, speeding up the strategic process and promoting the strategic landing.
One point is deployment, nine points is implementation, and the strategic timetable is very important for the implementation of the strategy. If the strategic roadmap aims to do the right thing, then the strategic timetable is to do the right thing at the right time.
The fourth is to implement the top-level design-driven strategy.
Top-level design refers to the association, matching, adjustment and organic connection of organizations, mechanisms, policies and resources formed around core concepts and top-level goals through high-end to low-end design methods.
The core of top-level design is to deal with the problems of organization, system and people. By optimizing the organization and perfecting the system, we can stimulate people's motivation, creativity and spirit of struggle, and sublimate organizational wisdom to drive strategic motivation. Looking back on the road of successful strategies at home and abroad, we can clearly see that the factors that promote the success of the strategy, in addition to the intangible market demand from the outside world, are always strong organizational mechanisms, perfect open systems and excellent talent teams.
In particular, the strategic top-level design should be combined with the bottom-level design. Top-level design must be promoted in a bottom-up way, involving all stakeholders through the interaction of all levels and departments of the enterprise, linking strategy with interest distribution, linking strategy with functional transformation of management departments, and linking strategy with corporate culture reconstruction, so as to stimulate motivation from all levels, business units, departments and employees to promote the implementation of the strategy.
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