針尖戰(zhàn)略：戰(zhàn)略聚焦的30個(gè)工具

定　價(jià)：￥68.00

作　者：	李祖濱
出版社：	電子工業(yè)出版社
叢編項(xiàng)：
標(biāo)　簽：	暫缺

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ISBN：	9787121474842	出版時(shí)間：	2024-03-01	包裝：	平塑勒單襯
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內(nèi)容簡(jiǎn)介

　　在近5年快速變化的外部環(huán)境下，企業(yè)面臨的壓力和挑戰(zhàn)與日俱增，大型集團(tuán)性企業(yè)盲目實(shí)施非相關(guān)多元化戰(zhàn)略的失敗案例的出現(xiàn)，提醒很多企業(yè)要思考：如何通過(guò)戰(zhàn)略聚焦在存量市場(chǎng)、資源有限、競(jìng)爭(zhēng)加劇的環(huán)境中突出重圍？當(dāng)前無(wú)論是專做戰(zhàn)略的咨詢機(jī)構(gòu)，還是有戰(zhàn)略模塊的咨詢公司，抑或是企業(yè)的戰(zhàn)略管理部門(mén)，對(duì)戰(zhàn)略聚焦的思考仍然停留在業(yè)務(wù)聚焦上。然而僅僅做到業(yè)務(wù)聚焦并不一定能解決盲目多元化所帶來(lái)的問(wèn)題，也不能全方位抵御威脅，更無(wú)法發(fā)揮出戰(zhàn)略聚焦的優(yōu)勢(shì)。企業(yè)家和企業(yè)應(yīng)該找到業(yè)務(wù)聚焦背后更深層次的原因。德銳咨詢對(duì)此進(jìn)行了深入的研究，并提出了戰(zhàn)略聚焦的6個(gè)方面，形成了針尖戰(zhàn)略運(yùn)行體系——從企業(yè)的愿景聚焦、業(yè)務(wù)聚焦、優(yōu)勢(shì)聚焦、組織聚焦、人才聚焦和企業(yè)家精力聚焦6個(gè)方面，通過(guò)30個(gè)可落地的戰(zhàn)略聚焦工具徹底地、完整地、深層次地、系統(tǒng)地解決企業(yè)戰(zhàn)略聚焦的問(wèn)題。

作者簡(jiǎn)介

　　李祖濱人才領(lǐng)先戰(zhàn)略理論創(chuàng)立者，南京德銳管理咨詢公司董事長(zhǎng)，美國(guó)亞利桑那州立大學(xué)凱瑞商學(xué)院工商管理博士DBA，上海交通大學(xué)高級(jí)金融學(xué)院全球商業(yè)領(lǐng)袖學(xué)者，中歐國(guó)際工商學(xué)院EMBA，南京大學(xué)MBA，偉事達(dá)私董會(huì)總裁教練，《人力資源》雜志專家委員會(huì)領(lǐng)銜專家，南京大學(xué)兼職研究生導(dǎo)師，連續(xù)14年為南京大學(xué)MBA講授“人才領(lǐng)先戰(zhàn)略”課程，早期在沃爾瑪?shù)绕髽I(yè)從事HR管理工作，曾在中國(guó)民營(yíng)500強(qiáng)擔(dān)任執(zhí)行總裁。從事管理咨詢工作16年，為100多家上市企業(yè)提供薪酬績(jī)效、股權(quán)激勵(lì)、人才選擇、人才培養(yǎng)、組織變革、企業(yè)文化的管理咨詢服務(wù)。翻譯出版：戴維？尤里奇的《人力資源轉(zhuǎn)型》和吉姆？柯林斯的《飛輪效應(yīng)》著有書(shū)籍：《聚焦于人》《精準(zhǔn)選人》《股權(quán)金字塔》《345薪酬》《重構(gòu)績(jī)效》《找對(duì)首席人才官》《人才盤(pán)點(diǎn)》《人效冠軍》《人才畫(huà)像》《3倍速培養(yǎng)》《校園招聘》《雙高企業(yè)文化》《測(cè)評(píng)識(shí)人》。孫克華德銳咨詢高級(jí)合伙人、項(xiàng)目總監(jiān)、人才激勵(lì)金牌講師、薪酬專家。具有多年人力資源管理咨詢經(jīng)驗(yàn)，主導(dǎo)并參與40多個(gè)管理咨詢項(xiàng)目，在戰(zhàn)略績(jī)效、薪酬管理、精準(zhǔn)選人、人才發(fā)展等方面有豐富的項(xiàng)目經(jīng)驗(yàn)。著有書(shū)籍：《人才畫(huà)像》。

圖書(shū)目錄

第一章多元化時(shí)代的終結(jié)··································································1
巨頭的多元化之殤··································································1
企業(yè)增長(zhǎng)的迷思·····································································3
經(jīng)濟(jì)繁榮時(shí)期也是企業(yè)多元化盛行的時(shí)期····································7
多元化成功的條件已經(jīng)離我們遠(yuǎn)去·············································8
戰(zhàn)略聚焦：新時(shí)代企業(yè)的唯一選擇···········································11
第二章針尖戰(zhàn)略模型······································································13
針尖戰(zhàn)略六要素···································································14
針尖戰(zhàn)略要素一：愿景聚焦····················································15
針尖戰(zhàn)略要素二：業(yè)務(wù)聚焦····················································18
針尖戰(zhàn)略要素三：優(yōu)勢(shì)聚焦····················································22
針尖戰(zhàn)略要素四：組織聚焦····················································27
針尖戰(zhàn)略要素五：人才聚焦····················································31
針尖戰(zhàn)略要素六：企業(yè)家精力聚焦···········································32
第三章愿景聚焦············································································35
愿景聚焦驅(qū)動(dòng)企業(yè)發(fā)展··························································35
用三環(huán)理論明確愿景方向·······················································40
愿景聚焦五要素···································································41
傳遞愿景并達(dá)成共識(shí)·····························································45
戰(zhàn)略聚焦工具······································································49
第四章業(yè)務(wù)聚焦············································································50
選擇核心業(yè)務(wù)······································································51
剝離非核心業(yè)務(wù)···································································58
謹(jǐn)慎開(kāi)啟第二曲線································································60
戰(zhàn)略聚焦工具······································································64
第五章優(yōu)勢(shì)聚焦············································································65
飛輪效應(yīng)的原則···································································65
構(gòu)建優(yōu)勢(shì)飛輪的三步法··························································65
構(gòu)建優(yōu)勢(shì)飛輪的六問(wèn)：找出勝人一籌的招數(shù)······························67
選好優(yōu)勢(shì)飛輪的起點(diǎn)：練出“一劍封喉”的絕招························76
驗(yàn)證優(yōu)勢(shì)飛輪的問(wèn)題清單·······················································82
用優(yōu)勢(shì)飛輪幫助企業(yè)聚焦優(yōu)勢(shì)·················································82
戰(zhàn)略聚焦工具······································································89
第六章組織聚焦············································································90
收縮被叫大的組織································································91
砍掉不該設(shè)立的公司·····························································93
撤回不必要的異地機(jī)構(gòu)··························································94
加強(qiáng)組織內(nèi)部協(xié)同································································96
及時(shí)收回過(guò)多過(guò)早釋放的股權(quán)················································106
集中化管理········································································108
戰(zhàn)略聚焦工具·····································································109
第七章人才聚焦···········································································110
集中人才打勝仗··································································110
關(guān)鍵崗位飽和配置·······························································112
關(guān)鍵人才提前儲(chǔ)備·······························································115
提升優(yōu)秀人才密度·······························································116
資源向優(yōu)秀人才傾斜····························································120
戰(zhàn)略聚焦工具·····································································125
第八章企業(yè)家精力聚焦··································································126
企業(yè)家精神36字標(biāo)準(zhǔn)··························································126
精力聚焦于——實(shí)現(xiàn)愿景······················································127
堅(jiān)持先人后事·····································································129
打造組織能力·····································································132
減少無(wú)效社交··················································