1、 Objectives and Goals Development Internal Analysis and Position Assessment Strategy Development Plan Development Implementation 2.7. OBJECTIVES AND GOALS DEVELOPMENT The purpose of this phase is to define the mission of the organization and outline its major objectives and supporting goals. To be s
2、uccessful, managers must understand two key relationships. First, external and internal analysis strongly influence the development of the business mission, long-range objectives, goals and strategies. Second, in addition to these analysis, managements desired direction for the future is also a key
3、input to the development of the organizations objectives and goals. To assure that these factors are reflected in the objectives and goals, managers must consider these questions: Do the objectives and goals take advantage of the opportunities ? Do the objectives and goals reduce or address the impa
4、ct of potential threats ? Do the objectives and goals build on the strengths of the institution ? Do the objectives and goals address the weaknesses of the institution ? Do the objectives and goals improve the institutions position relative to the key success factors of its industry ? Is management
5、committed to the goals ? RESULT : The general objectives and operational objectives recommended to the Corporate Planning Task Form. Organization Environmental Analysis and Forecast Objectives and Goals Development Internal Analysis and Position Assessment Strategy Development Plan Development Imple
6、mentation 2.8PLAN DEVELOPMENT The objective of the plan-development phase is to compile the sections of the planning report previously prepared such as the environmental analysis, the objectives and goals, the units strategies and the corporate strategy. It involves the development of a final plan.
7、This phase also involves the development of time schedules for achieving the major steps in the plan. The development process consists of analyzing the results of earlier steps in the planning process, preparing a quantitative financial section for the plan, preparing additional quantitative summari
8、es - such as human resources - and preparing eventually a management summary of the strategic plan for each business unit. Organization Environmental Analysis and Forecast Objectives and Goals Development Internal Analysis and Position Assessment Strategy Development Plan Development Implementation
9、2.9STRATEGY DEVELOPMENT The objective of this phase of the planning process is to define how the institution will achieve its major objectives and goals as laid down in the statistical program. Over the years, Eurostat has developed tools and techniques to aid in the planning process. These should b
10、e briefly reviewed for their effectiveness. The focal point of corporate-level strategy formulation in a multi-unit organization like Eurostat is channelling resources into various individual units. While the objectives of planning are similar for all multi-unit companies, corporate-level planning p
11、rocesses vary widely depending on management style, the degree of centralization, the size of the organization, the diversity of its operations and the types of customers it serves. Corporate managements primary responsibility is resource allocation. Some units may have budgets in excess of their ne
12、eds, while others will require additional cash to finance their projects. Some will propose investments that, from the corporate viewpoint, will not achieve an adequate response to the objectives involved, while others may not be sufficiently aggressive in pursuing attractive opportunities. The prim
13、ary corporate strategy development activities involve the evaluation of the current portfolio of business units, the identification of an alternative portfolio with a more desirable mix of business units and the development of strategies for moving toward this more desirable target portfolio. RESULT
14、 : Proposals for measurable monitoring indicators, the management of which could be automated, so as to assess the degree of progress towards these objectives, with the constant aim of improving quality. Organization Environmental Analysis and Forecast Objectives and Goals Development Internal Analy
15、sis and Position Assessment Strategy Development Plan Development Implementation 2.10. IMPLEMENTATION To properly implement the plan, management needs a monitoring and follow-up system. Concurrent with implementing the plan, Arthur Andersen & Co. can assist Eurostat to develop a system to measure pr
16、ogress toward achieving goals and associated milestones. This system should report on the achievement of progress towards goals and strategies. The monitoring system should include responsibility reporting, exception reporting and variance- analysis concepts. RESULT : Assisting the Eurostat manageme
17、nt really to implement corporate planning by using the most modern and effective computerized methods. 屲屲 independent nature of databases that house VESTs information today. The spokes or hubs of the wheel support the inner tube with raw data. The benefits to this approach include more cost-effectiv
18、e decision making, better business intelligence, enhanced customer service, and business process reengineering opportunities (what-if analysis is provided from which insights are developed).The foundation of VESTs software vision will be the design and implementation of new operations systems center
19、ed around a common data repository of all client and Rep information. Several alternatives are currently being reviewed in conjunction with the clearing firm decision. This system will be key in positioning VEST for future business growth and in interfacing with the Reps. While it may be one of the
20、most costly decisions VEST will make in the IS area, it will be one of the most important.Software Architecture VisionEstimated Costs (Over the next 2-3 years):Technology and Software Improvement SummaryI - 11ChicagoChuck MarxRalston-PurinaChicagoMike RentrumNASDAQWashington D.C.Nick Germanati佭佭l/Pl
21、anning3Q 95Benefits Plan Manager3Q 95N/AN/ACOBRA3Q 95Decentralized open enrollment3Q 95Retirement Plan Manager3Q 95N/AN/APensions/Retiree payroll3Q 95Investment Plan Manager3Q 95N/AN/AInvestments Management3Q 95Claims Processing3Q 95N/AN/AAccounts ReceivableN/AAccounts PayableN/APurchase OrderN/AInv
22、entoryN/AReport Writer3Q 95Other notes: Tesseract will provide pricing information when the products are released.nstruction, is a $1.5 billion company which builds and installs oil and gas platforms and lays the pipes required for their operation. The company has an 8 person executive situated in L
23、ondon and operations in Louisiana, the Middle East and South East Asia. In addition there is a 300 person corporate head office in New Orleans which services both Marine Construction and McDermotts other business unit that builds power stations.The company enjoys a large market share and was, appare
24、ntly, highly successful in the 50s, 60s and 70s. However, over the last 10 years there have been significant losses as oil and gas exploration has tailored off and over supply within the marine construction industry has led to significant margin erosion. Although there has been some pick up in profi
25、tability over the past 2 years, the market is still experiencing over capacity and further cost reduction and streamlining of processes is required within the company.We were brought in because management did not feel that the companys 3 major regional entities were adequately sharing people, assets
26、, information or ideas. To overcome these perceived problems the CEO had appointed a Global Head of Fabrication (the business unit concerned with building the oil and gas rigs) and a Global Business Head of Marine Operations (the business unit which installs the completed rig and lays the required p
27、ipeline). It was envisaged that these individuals would breakdown the turf focus and facilitate sharing among the areas. These two individuals, known as functional VPs, reported directly to the CEO as did the Area VPs in charge of each of the regions.We were asked to perform an organisational review
28、 to firstly assess the current organisation structure and determine whether it was appropriate and secondly to advise what was required to ensure the final agreed organisation structure worked. One of the primary findings from our review was that, regardless of whichever organisation structure was i
29、n place, the very strong and hierarchical command and control management style within the organisation appeared to hinder global sharing and learning.Invitation to Propose for Senior Management Team Building WorkshopWhilst we were contemplating what we felt the appropriate next steps for this client
30、 should be, and attempting to meet with the CEO to discuss the way forward, we were invited, by the head of the companys TQM initiative, to propose for running a 2 day team building workshop for the senior management team. Whilst the CFO informed me that the decision to hold such a workshop was made
31、 as a result of the Arthur Andersen organisational review, the head of TQM, who had been delegated the task of assessing a number of consultants and planning the event, informed me that he had been pushing for such a workshop for a number of years. Before being asked to propose for this team buildin
32、g workshop, we had been planning to run a learning based workshop for the senior management team and, in addition, a learning laboratory for one of the more complex multi-functional projects which were currently underway within the company.In meeting with the TQM head, it soon became clear that his
33、vision for the workshop differed to ours. Whilst not dismissing the 5 Disciplines as irrelevant, he made it clear that he placed emphasis on the need for relationship building and bonding with as little theoretical framework as possible. If that means getting the senior management team drunk for 2 d
34、ays, thats what well do he informed me.I explained that our approach to designing such workshops was to ensure that the team did bond and get to know each other but that we also would help the team become far more effective at creating the future for the company which they sought. The conclusion of this meeting was that I would ensure that, to the extent that we used learning organisation concepts in the 2 day workshop, they had direct relevance to the team wo
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