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1、©2006IBMCorporation陈文IＢＭ中国公司全球业务服务部　合伙人２００６年０５月１７日公司战略与战略管理:经历与体会AgendaIntroductionStrategy-适应还是预谋案例１:IBM公司的服务战略的制定BUStrategyFramework–部门操作型战略的制定模板案例2:IBM金融服务业务的增长战略Strategymanagement-布局行动与持续管理案例3:战略性行为的解读实例Discussions2What’saboutStrategy?It’saboutlargeorganizationforasustainablecompetit

2、iveadvantageinlongtermexecutionAfterthecompany’smissionstatement,strategyisthenextthingShouldbemeasuredandcommunicated3AgendaIntroductionStrategy-适应还是预谋案例１:IBM公司的服务战略的制定BUStrategyFramework–部门操作型战略的制定模板案例2:IBM金融服务业务的增长战略Strategymanagement-布局行动与持续管理案例3:战略性行为的解读实例Discussions4IBMCompanyMissi

3、onStatementAtIBM,westrivetoleadintheinvention,developmentandmanufactureoftheindustry'smostadvancedinformationtechnologies,includingcomputersystems,software,storagesystemsandmicroelectronics.Wetranslatetheseadvancedtechnologiesintovalueforourcustomersthroughourprofessionalsolutions,servic

4、esandconsultingbusinessesworldwide.5TheITindustryevolutionin1980-1990’sSplendidmiddle80’sTrendsofOpensystemMomentumchangesFromGrowthtoControl6ThehistoricalvalleyofIBMin1993LouGerstnertookCEOPositioninApril1993afterIBM’shugelossTwokeydecisionsNonewStrategytoannounceKeepIBMintegratedasonec

5、ompanyFinanciallysurvival…improve…andgrowth…NEWstrategy3yearslate,eBusinessstrategyannounced78Howisstrategysetforth?External–TraditionalITproductsbusinessmarginsqueezeandtechnicaltrendchangesUniqueadvantages–scaleeconomy,managementsystem,customerbases,branding,natureexpansion,assetAbelie

6、veandstrategicforecastITandbusinessmanagementco-relations–businessmodel91011121314Howisstrategysetforth?External–internalfactorsInertia,momentumMission–believeOrganizationMeasurementsCultureModelandoperation15AgendaIntroductionStrategy-适应还是预谋案例１:IBM公司的服务战略的制定BUStrategyFramework–部门操作型战略的制

7、定模板案例2:IBM金融服务业务的增长战略Strategymanagement-布局行动与持续管理案例3:战略性行为的解读实例Discussions1617BUStrategywithacommontemplateisnecessaryforconsistencymanagement18StrategicIntentVision(3–5years)Bethemarketshareleader,thoughtleaderandstrategicpartnerinenablingourcustomerstotransformintoon-de