How to formulate the department’s annual mini-strategy?

Text/Hu Guangshu How do you feel when you enter the central office area of ??a large enterprise? Busy, crazy busy, phones ringing, supervisors walking around, and important meetings every few hours. From Monday to Friday, people work overtime every day until late at night, making endless PPTs and revising various reports. However, many people do not seem to realize that this apparent busyness is actually for the so-called "internal communication." Each business department in a large company has several small departments, many of which work across regions. It becomes difficult to implement the decisions of the company's top management from the beginning and to respond quickly to changes in the external environment. Easy, they have to report at different levels and discuss with each other, but the most troublesome thing for supervisors is the wrangling between various departments. Different identification of their own responsibilities leads to departments working independently, but they need to coordinate with each other when solving problems, and conflicts arise. How to improve this dilemma and how to enable each department to clarify its responsibilities? The author believes that it is necessary for each department to understand its own business status and be able to complete collaboration with other departments according to the requirements of the entire group. In other words, in addition to the overall group strategy, each department should also have its own annual small strategy. To implement this small strategy, what key links should be paid attention to and what common misunderstandings will become our discussion this time? core issues. Supervisors are designers and architects. In reality, after the company's annual policy goals are determined, many departments do not start to develop their own department plans. Instead, they copy the company's business goals in relevant reports. Departments do not know their own positioning. What, I don’t know how to connect with other departments. In this case, the dilemma mentioned above will arise. The key is that department leaders simply don’t think that formulating the department’s annual strategy is their own business. They usually just find a well-written subordinate to write some slogans to deal with the problem, just like what is described in a cartoon about the workplace. , supervisors work with their mouths, working hard is a matter from below, and worrying about the future is a matter from above. The result is that when reporting at the end of each year, department heads will attribute the lack of improvement in business performance to external reasons such as the inability of other departments to do their job, or the lack of resource support from senior management. In fact, when it comes to familiarity with the department's business and the frequency of communication with the company's leadership, middle-level cadres are the most advantageous group. They are the most critical bridge between the top and bottom of the company and can usually respond more flexibly to the external environment. , these all make the departmental small strategies they formulate more accurate and feasible. Therefore, in specific operations, managers should formulate strategies in a simple and in-depth manner. To go deeper is to thoroughly understand the above spirit, effectively transform the company's strategic goals into department performance indicators, and form corresponding written reports, and then formulate quantitative and timed plans and goals through detailed communication and discussions with department members. The so-called simple explanation means to ultimately decompose the goal to each member, use the strength of the team, implement it step by step according to the plan, and make corresponding remedial plans at any time through timely feedback, ultimately enabling the annual department strategy to be implemented . What needs to be emphasized in particular is that in the entire strategy implementation process, the supervisor plays a very important role. He should not fantasize about managing with his mouth. Instead, he must formulate detailed department budgets, department resource investment plans, and strategy implementation steps. At the same time, he must summarize and reflect on the entire strategy in real time. ideas, organize members to discuss, and it is not an exaggeration to say that the supervisor is the designer and architect of the entire department's strategy. Finding the foothold of the core business requires no explanation for departmental strategies. The focus is of course on the core business, but interestingly, many departmental strategies are often wrongly formulated because they have not found the foothold of their core business. Let us use a specific case to illustrate. The export business department of a company is responsible for receiving, placing and tracking orders in the Australian market. The company has also set up a marketing branch in Australia. The local marketing company will plan new products for Australian exhibitions every year and transfer them to the R&D department of the Chinese head office for research, development and production.

The factory director went back and repeatedly emphasized the same words to the workshop directors, "Be careful about fire prevention." The workshop director reiterated this sentence to the team leader, the team leader to the squad leader, and the squad leader to the front-line workers, but the factory still caught fire. What's the reason? Don't they pay attention? no. Merely saying "be careful about fire prevention" is not enough for employees to know how to prevent fire. The method that can achieve the purpose of fire prevention is that the factory director returns to the factory to convene a meeting with the workshop director to improve the fire prevention working mechanism and conduct a safety inspection at the factory director level; the workshop director leads the department to clarify the fire hazards and corresponding systems and protective facilities in the area under the jurisdiction of the department ; Team leaders train employees in the use of fire-proof equipment and conduct regular fire-proof drills to familiarize employees with where to place what fire-proof equipment and how to use it correctly. Only by quantifying what should be done at each level, such as the number of activities, the number of equipment, the number of employee training and drills, the number of participants in the training, reaching the goals, etc., can we truly prevent fires. This example also applies to the decomposition and transformation of company policy objectives. As mentioned above in the example of the export business department, the export business department’s responsibility for ensuring or improving delivery is “how to reduce the number of missed orders, how to completely and correctly transmit the information of the ordered goods,” etc. These settings Only by quantifying goals and setting a timetable can implementation be possible. A year's business and improvement issues must have a general plan, called a "big schedule plan," which must be detailed to a monthly schedule to fully grasp the time distribution of all matters in the year. , which is conducive to adjusting resource allocation, such as manpower arrangements. The monthly plan should be detailed to a timetable in days. This can be called a "mid-schedule plan." If you use a Gantt chart, be sure to specify the date for what you want to do on a certain day. Don't draw a line from the beginning of the month. to the end of the month. Only a few matters lasting several days can use continuous lines. There are many things in daily work, including daily repetitive matters, improvement matters, unexpected matters, temporary cooperation with others, etc. Therefore, if there is no clear time planning, the day will pass quickly and nothing will be accomplished. The only way to complete what needs to be done is to work overtime. Therefore, the daily plan must be refined to the hour or even smaller time scale, so that it is possible to keep yourself organized. Management Welcome to leave comments and share to: