A集团战略导向的KPI体系改进研究

发布时间：2018-02-17 02:02

本文关键词： 平衡计分卡关键成功因素关键绩效指标战略目标　出处：《吉林大学》2017年硕士论文　论文类型：学位论文

【摘要】：目前许多公司的创始人都将重心转向公司战略问题,例如近期陆奇空降百度成为COO,解放李彦宏,使其专注百度战略。也有许多公司成立专门的战略发展部等组织,专门为企业制定战略,负责战略落地实施。可还是普遍存在战略高高在上,仅有几个高管和战略发展部知晓,普通员工对于战略认知感觉很高大上,但具体不知为何物。即使有的公司专门召开战略承接动员大会宣导公司的战略目标,动员各部门细化战略目标、预算编制及行动方案设置等,让大家为企业战略而努力奋斗。可战略目标究竟是什么,和员工个人有什么切身关系,许多员工很迷茫,甚至有些高管也困惑。如何真正的挖掘自身的核心成功因素、构建适合的关键绩效指标,将战略目标转化为个人的日常工作目标,引导组织与员工推进战略目标落地,而不是仅仅作为口头化的标语,这是至关重要的。本文重点从如何使用平衡计分卡、战略地图、关键成功要素、关键绩效指标等工具有效将战略目标细化为可衡量、可操作的指标体系,从而将战略目标细化为个人日常工作目标,更好指导、协同个人与组织进行战略执行、从而战略落地。具体结合平衡计分卡的相关理论学习研究,通过战略地图,链接平衡计分卡的财务、客户、内部运营、学习及成长四维度目标,以A公司核心战略目标成为有持续盈利能力的上市公司,即上市公司核心目标提升净资产回报率,将此战略目标逐层细化为关键成功因素,并运用关键成功因素将逐一对应为可衡量的指标即关键绩效指标,层层分解至责任部门。另外重点讲述构建企业战略导向的关键绩效指标体系,对比平衡计分卡与关键绩效指标,分析建立两者结合的指标体系,明确建立原则以及指标体系构成核心要素,过程中分析如何规避A公司目前战略目标细化中存在的问题。指标体系纵向分解为公司级、部门级、个人级;本文简述如何细化战略目标为部门指标体系、如何进一步细化为个人指标体系,从而实现将战略目标转换为指引个人日常工作的目标,指导个人工作行为。
[Abstract]:At present, the founders of many companies have shifted their focus to strategic issues of the company. For example, recently, Lu Qi parachuted Baidu to become COO, liberating Li Yanhong and making it focus on Baidu strategy. There are also many companies that have set up specialized strategic development departments and other organizations. Specifically for enterprises to develop strategies, responsible for the implementation of strategic landing. But there is still a widespread high strategic, only a few senior executives and strategic development know that the general staff sense of strategic awareness is very tall, But I don't know exactly what it is. Even if some companies hold a special strategy to undertake the mobilization meeting to publicize the company's strategic objectives, and mobilize all departments to refine their strategic objectives, budget preparation and action plan setting, etc. Let everyone work hard for corporate strategy. But what is the strategic goal, and what is the personal relationship with the employees? many employees are confused, and even some executives are confused. How to really tap their own core success factors, Construct appropriate key performance indicators, translate strategic goals into individual daily work goals, guide organizations and employees to move strategic goals to the ground, rather than just as verbal slogans, This paper focuses on how to use balanced scorecard, strategic maps, key success factors, key performance indicators and other tools to effectively refine strategic objectives into measurable, operational indicator systems. Thus the strategic goal is refined into the individual daily work goal, better guide, cooperate with the individual and the organization to carry out the strategy execution, thus the strategy falls to the ground, the concrete union balanced scorecard related theory study research, through the strategic map, Link balanced scorecard financial, customer, internal operation, learning and growth four dimensional goals, A company core strategic objectives to become a sustainable profitability of listed companies, that is, core objectives of listed companies to enhance the return on net assets, This strategic objective is refined into key success factors layer by layer, and key success factors are used to correspond one by one to measurable indicators, namely, key performance indicators, On the other hand, the key performance index system of strategic orientation is constructed, the balanced scorecard and the key performance index are compared, and the index system of the combination of the two is analyzed and established. Make clear the principles and the key elements of the index system, analyze how to avoid the existing problems in the refinement of company A's current strategic objectives. The index system is divided into company level, department level and individual level vertically. This paper briefly describes how to refine the strategic goal as a departmental index system and how to further refine it to a personal index system so as to realize the transformation of the strategic goal into a goal to guide one's daily work and to guide the individual's work behavior.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F832.51;F272;F426.72

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