日化行業(yè)企業(yè)創(chuàng)新組織的設(shè)計(jì)與管理-文庫(kù)吧資料
2025-01-07 23:54本頁(yè)面
【正文】 （ 2） 一項(xiàng)對(duì) RollsRoyce公司的研究也發(fā)現(xiàn) ， 設(shè)計(jì)決定了最終生產(chǎn)成本的 80%。 – RDmarketing沖突： （ 1） marketing部門缺乏對(duì)技術(shù)的必要了解 ， 因此彼此難以溝通； （ 2） 市場(chǎng)部門提供的信息存在滯后性； （ 3） 用戶信息在經(jīng)過(guò) marketing部門時(shí)常常被過(guò)濾和失真 。 – 由于供應(yīng)商的有效介入 ， 使得日本汽車制造商在工程化時(shí)間上有近 1/3的優(yōu)勢(shì) ， 在產(chǎn)品開(kāi)發(fā)上的優(yōu)勢(shì)為 45個(gè)月 。 ? 不同職能部門之間在目標(biāo)上的差異也是導(dǎo)致界面沖突的一個(gè)重要原因 。 創(chuàng)新過(guò)程的界面管理（ 2） 界面問(wèn)題的產(chǎn)生原因 ? “ 粘滯信息 ” (sticky information)的存在及其 非對(duì)稱性分布 。 hot skills premiums ? weakness of easy for outsiders to match – career paths – Job design Customization – Social Ties ? social work of panysponsored activities among key employees – Location ? A MarketDriven Retention Strategy – assumption that longterm, acrosstheboard employee loyalty is neither possible or desirable. – The old goal of HRMto minimize overall employee turnoverneed to be replaced by a new goal, to influence who leaves and when, because you cannot shield your people from attractive opportunities and aggressive recruiters. A MarketDriven Approach to Retaining Talent (2) Some Suggestions – When there’ s a large pool of engineers available, it might better focus on recruitment rather than retention. – simplifying and standardizing jobs and crosstraining workers in multiple jobs make panies less dependent on any one individual. – Information technology can be used to help employers cope with turnover by preserving some of the institutional memory that employees would otherwise take with them, such as KNOWLEDGE MANAGEMENT (KM) and CUSTOMER RELATIONSHIP MANAGEMENT (CRM). 創(chuàng)新過(guò)程的界面管理（ 1） 界面管理問(wèn)題及其重要性 ? “ RD邊際化 ” 問(wèn)題 (marginalization of RD) ? 界面管理 (interface management) 研究創(chuàng)新 (包括新產(chǎn)品開(kāi)發(fā) )過(guò)程中組織因素對(duì)創(chuàng)新績(jī)效的影響 ， 尤其是市場(chǎng) 、 RD和制造職能部門之間的跨職能交流和整合問(wèn)題 。 – 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 and creates a sense of urgency. ? Understanding the need for change. ? Shaping the vision. ? Mobilizing mitment at all level.
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