How to do a good job in strategic planning and let the strategy land?

The common fault of enterprise strategic management is that strategy is dead. This argument holds that the key to decision-making lies in timeliness, and the admiration for action leads to the neglect of deep thinking and planning.

Opportunism. Lack of systematic strategic planning and strategic management system, no clear ideas and positioning for future development, and no clear strategic development goals.

Lost strategy. It is manifested in attaching importance to tactics, ignoring strategy and lacking overall awareness; Take strategy as a fashionable slogan and don't understand the true connotation of strategic management.

Uneconomical scale. The scale of an enterprise is directly proportional to the difficulty of management and inversely proportional to the efficiency of management. Blind expansion of enterprises tends to neglect management, leading to diminishing benefits.

Constants should be changed. Lack of sufficient understanding and analysis of the changes in market environment and competition pattern; Indulge in the glory of the past and lack strategic awareness under dynamic competition.

Ignore execution. A good strategy is the premise of an enterprise's success, but the key to success lies in the implementation of an excellent strategy, and ignoring the implementation will lead to the failure of the strategy.

Cultural lag. Corporate culture lags behind the speed of enterprise scale expansion; Corporate culture does not adapt to the changes of strategic environment; Corporate culture pays more attention to form than examples.

How to do a good job in strategic planning and let the strategy land? Lun Jia of China and the United States believes that strategic management involves the formulation of strategic planning and the implementation of the formulated strategy, which is the management of the whole process; Strategic management also needs a new round of strategic adjustment according to the changes of external environment, internal conditions of enterprises and the feedback information of strategic implementation results, so it is a cyclical dynamic management process; Group strategy is not a simple addition of subsidiary strategies. As an economic union, the group needs an overall development idea, which can guide subsidiaries to formulate strategies and bring intensive effects. "Strategic paradox", that is, the conflict between strategic commitment and future uncertainty, is the expression of "strategic uncertainty". An excellent strategy must be a choice and management that pays attention to the uncertainty of the environment, the unpredictability of the future, the complexity of the system and the unbalanced development.

Excellent business leaders should take the management of uncertainty as their main responsibility, and the formation of the most suitable strategy formulation and decision-making process depends on the cognition of the degree of environmental fluctuation. The procedures and results of strategic planning should be closely linked with reality to adapt to the rapid changes in the market. A good strategy should be flexible and give enterprises a variety of choices, not only to make a clear balance between these choices, but also to equip them with corresponding emergency measures. Through the strategic pyramid model, Lun Jia, China and the United States have established strategic management systems, focusing on enhancing the core competitiveness of enterprises, the direction and mode of business diversification, the path of international expansion, helping enterprises solve the directional problem of strategic development, and the system planning, layout and strategic support system based on the strategic development direction.

Strategic diagnosis:

Internal environment analysis. This paper makes a comprehensive analysis of enterprise management from three dimensions: basic management, functional management and organization.

Analysis of external environment. Determine the capacity and future growth rate of the industry, determine the driving factors of core market competition, so as to find the influencing factors on enterprise strategy formulation. If an enterprise cannot establish a competitive advantage against its existing core business, or it is possible for an enterprise to establish a new strategic business by using its existing competitive ability, we will also systematically analyze and look for new business development opportunities. Analysis of benchmarking enterprises.

Strategic planning:

Overall strategic planning. Including defining the company's vision and mission, formulating the company's strategic objectives, defining the company's strategic positioning and development direction, and formulating the company's development stage positioning. Business strategy formulation. Including business selection and positioning, making business objectives, determining business competition strategy and selecting business operation mode.

Construction of strategic support system;

Including organization and control strategy, human resources strategy, finance and capital strategy, strategy implementation risk and control, etc.

Strategic landing:

By sorting out the responsibilities of strategic management institutions, setting up strategic management processes, establishing strategic information feedback system, strategic evaluation system and strategic adjustment mechanism for enterprises, and ensuring the strategic landing.

The strategic consulting services of Sino-American Lun Jia enterprises include but are not limited to: providing customers with services such as strategic analysis, strategic selection, profit model design, strategic planning, strategic guarantee system design, strategic implementation, strategic evaluation, strategic management training, special research on subdivision strategy, strategic breakthrough action and annual action plan.