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中国企业最自信的就是自己的战略,因为毕竟短短20年间,成就了许多著名企业家。而他们都坚信他们的成功并非完全偶然,相信自己对大局的判断,无论那是否是严格意义上的战略。所以,很少有哪个老总怀疑自己当初制定的战略。即使有问题,也往往认为都是出在执行层上。虽然近几年也有些大企业请麦肯锡作战略咨询,但私下也不得不承认:战略咨询本身并非是他们最主要的目的。那么,中国企业对战略的领悟与制定,真比其执行能力更强吗?还是我们对战略的理解似是而非?当世界战略管理大师迈克尔·波特站在中国企业面前向我们诠释战略的真谛之后,人们在感叹自身功力浅薄之余,难免有些遗憾:我们离大师所举个案还相差太远,我们自己太缺少高水平的战略思考或案例分析:然而前不久,东方华达2004CFO(首席财务官)高峰会上中国学者自己对战略的独特想法与分析,引起了人们普遍关注:
What Chinese companies are most confident of is their own strategy, because after all, in a short span of 20 years, many famous entrepreneurs have been accomplished. And they are all convinced that their success is not entirely accidental. They believe that they judge the overall situation, whether it is a strict strategy or not. Therefore, there are very few CEOs who doubt the strategy they had originally developed. Even if there is a problem, it is often thought that it is on the executive level. Although in recent years, some big companies have asked McKinsey to make strategic consultations, privately they have to admit that strategic consulting is not their primary purpose. Is it true that Chinese companies are more capable of comprehending and enacting strategies than they are capable of implementing? Or are we plausible about strategies? When the world’s strategic management master Michael Porter stood in front of Chinese companies and explained the true meaning of the strategies to us, People are lamenting that their own skills are shallow and inevitably somewhat regrettable: We are too far away from the case presented by the Master, and we ourselves lack too much high-level strategic thinking or case studies. However, not long ago, Dongfang Huada 2004 CFO (CFO) At the summit, Chinese scholars’ unique ideas and analysis of their own strategies have aroused widespread concern: