創(chuàng)新型組織的設(shè)計(jì)與績(jī)效評(píng)價(jià)體系的設(shè)計(jì)-文庫(kù)吧
2025-02-22 22:25 本頁(yè)面
【正文】 平均回報(bào)率為 %。 ? 收益 ： ? 尋求增長(zhǎng)機(jī)會(huì) ? 提高股東回報(bào) 創(chuàng)業(yè)型股權(quán)分離（ 2） 帶來(lái)的影響與變化 ? 公司的管理與監(jiān)控 ? 公司總部將發(fā)揮更大價(jià)值，而不會(huì)對(duì)子公司有過(guò)多的干預(yù) ? 接受股票市場(chǎng)的檢驗(yàn) ? 人力資源 ? 對(duì)事業(yè)單元的激勵(lì)以強(qiáng)化創(chuàng)業(yè)精神 ? 留住關(guān)鍵人才 ? 后繼人才的培養(yǎng) ? 財(cái)務(wù) ? 有更大可能性為新的業(yè)務(wù)（成長(zhǎng)性投資）拓展提供財(cái)務(wù)資源 ? 吸引新的投資者（包括機(jī)構(gòu)投資者） ? 新資本的注入將獲得可觀的股價(jià)回報(bào) 創(chuàng)業(yè)型股權(quán)分離（ 3） Some Suggestions ? 為避免分離后子公司管理層過(guò)于獨(dú)立而影響集團(tuán)利益，公司可以向子公司管理層同時(shí)派送一定比例的母公司與子公司股票與期權(quán)。 ? Thermo Electro公司以 404020的比例向子公司高層管理派送股票： 40%母公司股票、 40%子公司股票以及 20%母公司其它事業(yè)單元的股票。 ? 成功的若干條件 ? 子公司必須能比較順利地與母公司及其它業(yè)務(wù)相分離 ? 子公司本身必須具有較為良好的業(yè)務(wù)前景 ? 子公司管理層必須與母公司形成密切的合作關(guān)系 ? 必須面對(duì)的問(wèn)題 ? 復(fù)雜的共享 協(xié)調(diào)過(guò)程及其成本 ? 有可能會(huì)帶來(lái)重復(fù)性的行政開(kāi)支 ? 子公司的債務(wù)成本在分離之后有可能會(huì)上升 Meeting the Challenge of Disruptive Change (1) ? Three factors that affect anization’ s capacity to change: – RESOURCES: – PROCESSES: the patterns of interaction, coordination, munication, and decision making employees use to transform resources into products and services of greater worth. ? Formal process ? informal process – VALUES: the standards by which employees set priorities that enable them to judge whether . . . or . . . ? An anization’ s capabilities and disabilities evolve over time, and the locus of capabilities start in RESOURCES。 then move to visible, articulated PROCESSES and VALUES。 and migrate finally to CULTURE. Meeting the Challenge of Disruptive Change (2) ? Two types of CHANGE in market – evolutionary change _ sustaining innovation – revolutionary change _ disruptive innovation ? Creating capabilities to cope with change – create new anizational structures within corporate boundaries in which new processes can be developed。 – spin out an independent anization from the existing anization and develop within it the new processes and values required to solve the new problem。 – acquire a different anization whose processes and values closely match the requirements of the new task. Meeting the Challenge of Disruptive Change (3) Digital’ s Dilemma Digital was spectacularly successful maker of miniputers from the 1960s through the 1980s, but it suffered a abrupt fall from grace after then, although DEC had the resources to succeed in PC business, such as high talents, cash, great brand, excellent technology, and so on. Miniputer panies: ? designed most of key ponents internally and then integrated these ponents into proprietary configurations ? designing a new product platform took two to three years ? manufactured most of its own ponents and assembled them in a batch mode ? sold directly to corporate engineering anizations Meeting the Challenge of Disruptive Change (4) Digital’ s Dilemma PC Makers: ? outsourced most ponents from the best suppliers around the globe ? new puter designs, made up of modular ponents, had to be pleted in 6 to 12 months ? puters were manufactured in highvolume assembly lines and sold through retailers to consumers and businesses Because of its overhead cost and the lower margins generated by PCs, PCs did not fit with DEC’ s value for high profit margins, the pany’ s criteria for setting priorities always placed higherperformance miniputers ahead of personal puters in the resourcesallocation process. Creating a MarketDriven Organization (1) Internal Problems ? “ liability of Success” where good financial performance leads to arrogance and overconfidence ? a technology orientation that condones the belief that “ we know better than the market” Triggers for Change – Market disruptions that threaten the business model – Fidelity Investments – continuing erosion of alignment with the market that puts the firm at a disadvantage with marketdriven petitors – Sears Roebuck: $ billion loss in 1992 – strategic necessity – Eurotunnel: transition from a project anization to an operating pany – intolerable opportunity cost – Owens Corning: onestop shopping and solutions to problems Creating a MarketDriven Organization (2) Six Stages for Successful Change ? Demonstrating leadership mitment a
語(yǔ)文相關(guān)推薦
鄂ICP備17016276號(hào)-1