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http://jackiefeng.blog.bokee.net/ 美國卓越績(jì)效評價(jià)準則（中英文對照版）-2戰略策劃 打印此頁(yè) |
美國卓越績(jì)效評價(jià)準則（中英文對照版）-2戰略策劃
http://jackiefeng.blog.bokee.net 2008-12-23
2 Strategic Planning (85 pts.)
2 戰略策劃（85分）
HOW your organization develops STRATEGIC OBJECTIVES and ACTION PLANS. Also exThe Strategic Planning Category examines amined are HOW your chosen STRATEGIC OBJECTIVES and ACTION PLANS are DEPLOYED and changed if circumstances require, and HOWprogress is measured.
戰略策劃類(lèi)目檢查組織如何建立戰略目標和行動(dòng)計劃。同時(shí)也檢查組織如何實(shí)施其所選擇的戰略目標和行動(dòng)計劃，如何在客觀(guān)情況的要求下進(jìn)行改變，以及如何監測進(jìn)展情況。
2.1Strategy Development: How do you develop your strategy? (40 pts.) Process
2.1 戰略制定：組織如何制定戰略？（40分） 過(guò)程
Describe HOW your organization determines its STRATEGIC CHALLENGES and advantages. Describe HOW your organization establishes its strategy and STRATEGIC OBJECTIVES to address these CHALLENGES and enhance its advantages. Summarize your organization°OsKEY STRATEGIC OBJECTIVES and their related GOALS.
說(shuō)明組織如何確定其戰略挑戰與戰略?xún)?yōu)勢？組織如何建立戰略和戰略目標，以應對組織的戰略挑戰并強化組織的戰略?xún)?yōu)勢。概述組織的關(guān)鍵戰略目標以及相關(guān)的目標值。
Within your response, include answers to the following questions:
在報告中，要答復以下問(wèn)題：
a.Strategy Development PROCESS
a. 戰略制定過(guò)程
(1) HOW does your organization conduct its strategic planning? What are the KEY PROCESS steps? Who are the KEY participants? HOW does your PROCESS identify potential blind spots? HOW do you determine your STRATEGIC CHALLENGES and advantages, as identified in response to P.2 in your Organizational Profile?What are your short- and longer-term planning time horizons? HOW are these time horizons set? HOW does your strategic planning PROCESS address these time horizons?
(1)組織如何進(jìn)行戰略策劃？關(guān)鍵過(guò)程步驟有哪些？誰(shuí)是關(guān)鍵參與者？過(guò)程如何識別潛在的盲點(diǎn)？組織如何確定在“組織簡(jiǎn)介”P(pán).2介紹的戰略挑戰和戰略?xún)?yōu)勢？組織長(cháng)、短期策劃的時(shí)間區間是怎樣的？這些時(shí)間區間是如何設定的？組織的戰略策劃過(guò)程如何與這些時(shí)間區間相適應？
(2) HOW do you ensure that strategic planning addresses the KEY factors listed below? HOW do you collect and analyze relevant data and information pertaining to these factors as part of your strategic planning PROCESS:
·your organizations strengths, weaknesses, opportunities, and threat
·early indications of major shifts in technology, markets, CUSTOMER preferences, competition, or the regulatory environment
·long-term organizational SUSTAINABILITY
·your ability to execute the strategic plan
(2)組織如何確保戰略策劃考慮到下列這些關(guān)鍵因素？作為戰略策劃過(guò)程的一部分，組織如何收集和分析與下列關(guān)鍵因素相關(guān)的數據和信息？
·組織的優(yōu)勢、弱勢、機會(huì )和威脅；
·對在技術(shù)、市場(chǎng)、顧客偏好、競爭或法規環(huán)境方面的主要變化的早期跟蹤；
·組織的長(cháng)期可持續性；
·組織執行戰略規劃的能力。
b. STRATEGIC OBJECTIVES
b. 戰略目標
(1)What are your KEY STRATEGIC OBJECTIVES and your timetable for accomplishing them? What are your most important GOALS for these STRATEGIC OBJECTIVES?
(1)組織的關(guān)鍵戰略目標及其完成的時(shí)間表是怎樣的？這些戰略目標中*重要的目標值是什么？
(2) HOW do your STRATEGIC OBJECTIVES address your STRATEGIC CHALLENGES and strategic advantages? HOW do your STRATEGIC OBJECTIVES address your opportunities for INNOVATION in products and services, operations, and the business model? HOW do you ensure that your STRATEGIC OBJECTIVES balance short- and longer-term challenges and opportunities? HOW do you ensure that your STRATEGIC OBJECTIVES balance the needs of all KEY STAKEHOLDERS?
(2)組織的戰略目標如何體現其戰略挑戰和戰略?xún)?yōu)勢？組織的戰略目標如何考慮在產(chǎn)品、服務(wù)、運營(yíng)和商業(yè)模式方面的創(chuàng )新機會(huì )？如何確保戰略目標能平衡組織長(cháng)、短期的挑戰和機遇？如何確保戰略目標能平衡所有關(guān)鍵的利益相關(guān)者的需要。
Notes:
注解：
N1. Strategy development– refers to your organiztions approach (formal or informal) to preparing for the future. Strategy development might utilize various types of forecasts, projections, options, scenarios,knowledge (see 4.2b for relevant organizational knowledge), or other approaches to envisioning the future for purposes of decision making and resource allocation. Strategy development might involve participation by key suppliers, distributors, partners, and customers. For some nonprofit organizations, strategy development might involve participation by organizations providing similar services or drawing from the same donor population or volunteer workforce.
N1.“戰略制定”指組織應對未來(lái)的方法（正式的或非正式的）。戰略制定需要運用各種預測、估計、選擇、設想、知識（見(jiàn)4.2b中相關(guān)的組織知識）或其它方法來(lái)預見(jiàn)未來(lái)，以便做出決策和配置資源。制定戰略可能需要關(guān)鍵的供應商、分銷(xiāo)商、合作伙伴和顧客的參與；對某些非營(yíng)利組織，則可能需要那些提供類(lèi)似服務(wù)或依靠相同捐贈人群或志愿者的組織的參與。
N2. Strategy– should be interpreted broadly. Strate might be built around or lead to any or all of the following: new products, services, and markets; revenue growth via various approaches, including acquisitions,grants, and endowments; divestitures; new partnerships and alliances; and new employee or volunteer relationships. Strategy might be directed toward becoming a preferred supplier, a local supplier in each of your major customers or partners markets, a low-coproducer, a market innovator, or a high-end or customized product or service provider. It also might be directed toward meeting a community or public need.
N2.“戰略”應廣義地加以理解。戰略可以是圍繞或指向以下各項之一或全部而建立的：新的產(chǎn)品、服務(wù)和市場(chǎng)；包括收購、撥款和捐贈在內的各種方式的收入的增長(cháng)；分立；新的合作伙伴關(guān)系和聯(lián)盟；新的員工或志愿者關(guān)系等。戰略的目的是使組織成為更受歡迎的供應商、在每一個(gè)關(guān)鍵顧客市場(chǎng)上的本地供應商、低成本的生產(chǎn)者、市場(chǎng)創(chuàng )新者、高端或定制化產(chǎn)品或服務(wù)的提供者。戰略也可以是滿(mǎn)足社會(huì )或公共需求的方向。
N3. Your organizations strengths, weaknesses, opportunities, and threats (2.1a[2]) should address all factors that are key to your organizations future success, including the following, as appropriate: your customer and market needs, expectations, and opportunities;your opportunities for innovation and role model performance; your core competencies; your competitive environment and your performance relative to competitors and comparable organizations; your product life cycle; technological and other key innovations or changes that might affect your products and services and how you operate, as well as the rate of that innovation; your human and other resource needs; yourability to capitalize on diversity; your opportunities to redirect resources to higher-priority products, services,or areas; financial, societal, ethical, regulatory, technological, security, and other potential risks; your ability to prevent and respond to emergencies, including natural or other disasters; changes in the national or global economy; partner and supply chain needs, strengths,and weaknesses; changes in your parent organization;and other factors unique to your organization.
N3. 組織的優(yōu)勢、劣勢、機會(huì )和威脅[2.1a(2)]應該考慮了所有關(guān)系到組織未來(lái)成功的重要因素，具體如下（適用時(shí)）：顧客和市場(chǎng)的需要、期望和機會(huì )；組織的創(chuàng )新和成為績(jì)效典范的機會(huì )；組織的核心競爭力；組織面臨的競爭環(huán)境以及組織相對于競爭者和同類(lèi)組織的績(jì)效；產(chǎn)品的生命周期；可能會(huì )影響組織的產(chǎn)品、服務(wù)和運營(yíng)的技術(shù)和其他關(guān)鍵方面的創(chuàng )新或變化，以及創(chuàng )新的速率；人力資源和其它資源需求；組織利用差異性的能力；將資源調整到優(yōu)先度更高的產(chǎn)品、服務(wù)或領(lǐng)域上的機會(huì )；財經(jīng)、社會(huì )、道德、法規、技術(shù)、安全以及其他方面潛在的風(fēng)險；組織預防與應對突發(fā)事件的能力，包括自然的或其他災難；國內或全球經(jīng)濟的變化；合作伙伴和供應鏈的需要、優(yōu)勢及劣勢；母公司的變革；組織特有的其它因素。
N4. Your ability to execute the strategic plan (2.1a[2]) should address your ability to mobilize the necessary resources and knowledge. It also should address your organizational agility based on contingency plans or if circumstances require a shift in plans and rapid execution of new or changed plans.
N4. 組織執行戰略計劃的能力[2.1a(2)]應包括組織調動(dòng)必須的資源和知識的能力。也應包括基于偶然事件的規劃和因客觀(guān)情況要求規劃變更時(shí)的組織靈活性，以及對已變更的或新的規劃的快速執行。
N5. Strategic objectives that address key challenges and advantages (2.1b[2]) might include rapid response, customization, co-location with major customers or partners, workforce capability and capacity,specific joint ventures, virtual manufacturing, rapid innovation, ISO 9000:2000 or ISO 14000 registration,Web-based supplier and customer relationship management, and product and service quality enhancements. Responses to Item 2.1 should focus on your specific challenges and advantages“those most important to your ongoing success and to strengthening your organizations overall performance
N5. 應對關(guān)鍵挑戰和優(yōu)勢的戰略目標[2.1b(2)]可包括快速響應，定制化，與關(guān)鍵的顧客或合作伙伴協(xié)同定位，員工的能力與量能；特別的合資經(jīng)營(yíng)，精益制造，快速創(chuàng )新，ISO 9000：2000或ISO 14000認證，基于互聯(lián)網(wǎng)的供應商和顧客關(guān)系管理，以及產(chǎn)品和服務(wù)質(zhì)量提高。對于條目2.1的回答應集中于你所面對的特殊挑戰與優(yōu)勢，即對于組織的持續成功、提升組織的整體績(jì)效*為重要的因素。
N6. Item 2.1 addresses your overall organizational strategy, which might include changes in services,products, and product lines. However, the Item does not address product or service design; you should address these factors in Item 6.1, as appropriate.
N6. 條目2.1針對的是組織的整體戰略，可能會(huì )包括服務(wù)、產(chǎn)品和產(chǎn)品線(xiàn)的改變。但是，本條目并不涉及產(chǎn)品和服務(wù)的設計，需要時(shí)組織可在條目6.1中加以說(shuō)明。
2.2Strategy Deployment: How do you deploy your strategy? (45 pts.) Process