某知名家电企业耗费百万聘请国际咨询公司制定战略，最终却因各部门自行其是沦为废纸； 某新兴科技企业创始人豪言"三年百亿"，却在执行中因资源内耗黯然离场。 这些案例折射出一个残酷真相： 战略的生命力，不在于文件的厚度，而在于执行的深度。 作者：和君咨询人效提升研究中心 在商业江湖中，"战略规划成摆设"的魔咒始终萦绕。 01 战略解码的本质，是一场组织能力的革命 华为将服务器业务剥离至超聚变公司的案例极具启示： 当美国制裁导致芯片断供时，华为果断将核心技术团队转入河南国资控股的新主体。 这一操作不仅规避了技术封锁，更通过股权重构实现了战略资源的精准匹配。 超聚变落户郑州后，地方政府在55天内完成厂房建设，中国移动、中国电信等战略投资者的资金与渠道 资源无缝衔接，最终成就了中国服务器市场第二的传奇。 这个案例揭示：成功的战略解码必须打通"战略-组织-资源"的任督二脉。 02 解码工具的选择至关重要 OGSM框架之所以被跨国公司奉为圭臬，因其构建了从愿景（Objective）到目标（Goal）、策略 （Strategy）、衡量指标（Measurement）的完整链路。 某连锁餐饮企业通过OGSM将"提升品牌高端形象"的 ...

一眨眼，2025年就只剩下二十多天的额度了。 今年的战略，完成得怎么样了？ 如果完成的顺利，我要恭喜你。但也有很多人对我说，战略一开始就制定的有问题，没有共创，没有共 识，落脚点都不一样，执行上难以落地。 那明年怎么办？如何开会一场战略共创会? 今天，我们一起探讨这个话题。 战略共创会常见的5个误区 关于战略共创会，我们首先统一一下认知，就是我们到底要怎么去理解战略共创会。 顾名思义，战略共创会有两个核心：战略，面向未来做取舍；共创，集思广益，凝聚共识。 但很多企业一开始就偏离这个核心，从而陷入以下5个误区。 误区1：把战略共创会开成"目标会" 有些企业混淆了战略和目标的区别，把战略共创会开成目标会。 比如说，今年公司的营收要达到1个亿。请问，这是战略吗？ 显然不是。这是数字目标，是最后想要取得的结果。 营收1个亿不是战略，要做什么、不做什么来实现1个亿目标才是战略。 误区2：把战略共创会开成"宣贯会" 有些老板没有共创这一说，就是自己关门制定好战略方案，然后拿着PPT给下面的人讲，讲解战略的核 心内容、实施步骤，最后留出些时间答疑。 这就是把战略共创会开成了宣贯会。如果战略只是老板的意图，下面的人没有参与， ...

Core Insights - The article emphasizes the importance of execution in strategic planning, highlighting that many companies fail to effectively implement their strategies due to a lack of "strategic decoding" [3][4][5] Strategic Decoding - Strategic decoding is defined as the process of translating strategic plans into actionable steps and responsibilities, ensuring alignment from long-term goals to specific actions [5][6] - The process involves three core components: anchoring the strategic cycle, clarifying strategic priorities, and breaking down actions into manageable tasks [5][6][8] Clarifying Strategic Priorities - Strategic priorities are critical tasks that determine whether a company can achieve its overall strategic goals, requiring clarity and specificity in their definition [8][9] - The description of strategic priorities should be precise, avoiding vague slogans or overly simplistic actions [9][10] Identifying Winning Battles - The concept of "winning battles" refers to key challenges that must be addressed in the first year of a strategic plan, which are essential for long-term success [15][16] - Three main challenges are identified: the founder's commitment to winning, team morale, and maintaining coherence in the three-year strategic goals [15][16][18] Action Plan and Responsibility - Each "winning battle" must have a designated leader responsible for its execution, ensuring accountability and focus [22][23] - The article stresses the need for a clear action plan that aligns with the SMART criteria, breaking down tasks into measurable components [43][44] Organizational Execution - Successful execution of strategy requires an adaptable organizational structure, effective talent management, and a culture that aligns with strategic goals [61][62][76] - The article suggests using a "nine-box grid" for talent management to ensure a dynamic talent supply chain [69] Cultural Alignment - Organizational culture must match the strategic direction; for aggressive strategies, a culture of rapid decision-making and internal competition is necessary [77][78] Key Qualities of Founders - Founders should possess system thinking, a strong achievement orientation, influence, and team leadership skills to effectively manage strategy [79][82]

Core Insights - The article emphasizes the importance of strategic planning for entrepreneurs and CEOs in a highly competitive business environment, highlighting that less than 10% of companies effectively execute their strategic plans [3][15]. Group 1: Definition of Strategy - Strategy is defined as the fundamental methods and means for an organization to achieve its overall goals and win in competition [5]. - The definition can be broken down into three key components: achieving overall organizational goals, winning in competition, and identifying fundamental methods and means [6][10][12]. Group 2: Challenges in Strategy Execution - Less than 10% of companies with a strategy effectively execute it, indicating a significant gap between planning and execution [15]. - Four main obstacles to effective strategy execution are identified: lack of consensus, inadequate breakdown and collaboration of strategy, misalignment of resources and capabilities with strategy, and insufficient systems or mechanisms [16][19][21]. Group 3: Strategic Planning Process - The strategic planning process consists of four parts: competitive advantage, business model, strategic goals, and market and customer insights [42]. - Market and customer insights are crucial, as they determine the viability of the business and the potential for success in the chosen market [43][44]. Group 4: Competitive Landscape Analysis - A company must analyze its competitive landscape, including market size, growth potential, and its position relative to competitors [60][63]. - Utilizing tools like SWOT analysis helps identify internal strengths and weaknesses, as well as external opportunities and threats [66][69]. Group 5: Business Model Design - The business model should focus on delivering value to customers, determining key operations, and understanding the financial implications of the business [75]. - A well-defined business model can enhance efficiency and profitability, ensuring that the company can sustain its competitive advantage [76]. Group 6: Strategic Goal Selection - Strategic goals can be opportunity-driven or condition-driven, depending on the company's resources and market trends [83]. - The selection of strategic goals should involve both qualitative and quantitative metrics to ensure clarity and direction [87][88].

以下文章来源于华夏基石管理评论 ，作者夏惊鸣 华夏基石管理评论 . 北京华夏基石企业管理咨询有限公司，《华夏基石管理评论》由彭剑锋教授创办并担任总编辑，根植本 土企业实践，传播先进管理经验！ 为客户创造价值，与客户共同成长！业务咨询电话 010-62557029 ， 13611264887 来源 | 华夏基石管理评论 作者 ｜夏惊鸣 预计阅读时间：14分钟 1.对管理的本质理解不到位 基本功也可以理解为一个本质。企业里很多科班出身的管理者，看起来很专业，但在实践中却没有理解到 管理手段、管理工具、管理方法背后的本质，经常出现"专业性正确，本质性错误"。 举例一：华为基本法怎么起作用？ 有的企业认为"基本法"很有用，就找管理咨询公司或自己把它写出来，但是，写出来就管用吗？如果写出 来就管用，我们不就可以成为世界首富了？只写出来是不管用的。那么，"基本法"起作用，背后的本质到 底是什么？有这么几点： 一是企业持续成功，需要在哪些领域、遵循什么样的指导思想去做？基本法是帮助企业完成系统思考—— 企业持续成功的核心逻辑和基本原则。这是基本法内容的本质，也就是讲，它的内容不神秘，就是问自 己，我们实现持续成功，需要在哪 ...

Core Viewpoint - Management appears easy to understand but is challenging to execute effectively due to a lack of understanding of the essence behind management tools and methods [4][5][6]. Group 1: Reasons Management is Difficult - The first reason is a lack of deep understanding of the essence of management, leading to "professionally correct but fundamentally wrong" practices [6][12]. - The second reason is the difficulty in achieving consistent directional alignment within management systems, where individual components may not work together effectively [14][15]. - The third reason is the challenge of maintaining rigor and persistence in management practices, as many organizations seek quick fixes rather than sustained efforts [23][24]. Group 2: Importance of Basic Management Skills - Successful companies share common underlying principles, despite variations in their operational methods [25][26]. - Management systems are fundamentally consistent across organizations, but specific practices may differ [26][27]. - Emphasizing the importance of common sense in management can lead to better decision-making and problem-solving [27][28]. Group 3: Management Frameworks and Practices - Management frameworks should focus on four main directions: service growth, motivation, leadership development, and risk management [26]. - Understanding the difference between "tactics" and underlying principles is crucial for effective management [32][33]. - Continuous success requires building organizational capabilities rather than relying solely on initial successes [32][33].