戦略マップはつまるところ、やるべきことをやるためのツールなのだが、それはすなわちやるべきことを認識できていない漫然としている組織がこの世に多いということではないか。
戦略マップの功績は
- チャレンジのOSである
- 戦略記述言語である（言葉を大事にする）
- テンプレートである（人は見たいものしか見ないからこそテンプレートが大事）
- 計画を大事にする
- ロジカルである（システムズアプローチ）
"In our practice, however, we observed that no two organizations thought about strategy in the same way." via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-1.html
戦略マップについて来週話す必要がありそうなのでコソ勉。
"In The Strategy-Focused Organization, we noted a study of failed strategies, which concluded, “in the majority of cases—we estimate 70 percent—the real problem isn’t [bad strategy]… it’s bad execution.”"
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-1.html
戦略・エクセキューション・オペレーションの話は「成功の法則92ヶ条」にもかいてあったはず。
"Choosing the customer value proposition is the central element of strategy."
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-1.html
トレイシーとウィアセーマによれば、価値提案は「卓越した業務」「製品リーダーシップ」「顧客関係重視」からなるという。
"Objectives in the four perspectives link together in a chain of cause-and-effect relationships."
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-1.html
戦略マップの矢印はやはり因果関係で良いらしい。
"The strategy map provides the missing link between strategy formulation and strategy execution."
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-1.html
戦略マップは、戦略策定と戦略エクセキューションをつなぐ。
戦略マップのテンプレート。
"Strategy balances contradictory forces. Investing in intangible assets for long-term revenue growth usually conflicts with cutting costs for short-term financial performance."
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-1.html
これは少し衝撃を受けた。戦略は相反する諸力のバランスを取ると。つまり戦略とは問題解決であると考えることができる。
てか、よく考えたら来週休みやんけ。
"In Chapter 2, and again in Chapter 11, we will discuss the four major value propositions and customer strategies that we have observed organizations using in practice: (1) low total cost, (2) product leadership, (3) complete customer solutions, and (4) system lock-in. Each of these value propositions clearly defines the attributes that must be delivered if the customer is to be satisfied."
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-1.html
Value Propositionが結構大事な用語だと感じている。顧客価値提案に関する本を読むべきではないか。
"Processes in the internal and learning and growth perspectives drive the strategy; they describe how the organization will implement its strategy. "
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-1.html
プロセスと学習・成長が手段なんだな。顧客と財務は結果であると。
"Human capital: Employees’ skills, talent, and knowledge
Information capital: Databases, information systems, networks, and technology infrastructure
Organization capital: Culture, leadership, employee alignment, teamwork, and knowledge management"via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-1.html
インタンジブルズの分類って実は私の母校である知識情報・図書館学類の分類と一致していることに気がついた。
"Executives who wish to learn how to put their strategy maps and Balanced Scorecards into action may want to study the framework in our previous book, The Strategy-Focused Organization. "
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-1.html
本書はあくまで戦略の記述のための概念フレームワークであり、戦略のエクセキューションについては別の本を参照しなければいけない。
"Each objective was classified according to three types of objectives—common, shared, or unique."
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-1.html
戦略マップの連鎖ばかりを考えていたが、戦略目標をこのように全社・特定部署間・一部署とするのも一つの方法だな。
"Succession planning: To maintain stability of operations by identifying key personnel well in advance and preparing succession plans for those people. Since Japanese staff rotate back to Japan every four to six years on average, and U.S. employees often change jobs or employers to elevate their careers (in contrast to the Japanese practice of lifetime employment), preparation of succession plans for all personnel is important for stable operations."
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-1.html
考えたことなかった。コア人材にはサクセッションプランを作らなければならない。
"Creating value from intangible assets differs in several important ways from creating value by managing tangible physical and financial assets:"
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-2.html
インタンジブルズから価値を創造するというのは、内部品質から外部品質を創造するという話にも応用できる気がする。
"They do not have a value that can be isolated from organizational context and strategy."
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-2.html
だから私がビジョンやミッションや戦略にこだわるのだということが分かった。私はインタンジブルズに特に興味があるので。
"The value proposition provides the context for the intangible assets to create value. If customers value consistent quality and timely delivery, then the skills, systems, and processes that produce and deliver quality products and services are highly valuable to the organization. If the customer values innovation and high performance, then the skills, systems, and processes that create new products and services with superior functionality take on high value."
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-2.html
顧客（私達の場合、狭義には「後工程」）が何に価値を置くかによってインタンジブルズが価値を創造するロジックが変わる。普通に考えると品質とリードタイムが価値提案だと私も思っているのだが果たしてこれは正しいのか。
"The customer value proposition describes how to generate sales and loyalty from targeted customers."
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-2.html
ここで事業を顧客（後工程）と考える場合、開発組織にとっての売上やロイヤルティとは、予算配分になるだろうか。事業予算から開発予算をどのように生み出すのか。
「戦略の階層」に似ているような似ていないような。
"The sustainable difference can be to deliver greater value to customers than competitors, or to provide comparable value but at lower cost than competitors."
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-2.html
差別化か。考えたことなかった。他社（外注）よりも大きな価値もしくは安いコスト。
"Thus, the financial component of the strategy must have both long-term (growth) and short-term (productivity) dimensions."
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-2.html
生産性向上より収益増大のほうが長期的成果という主張がそもそもよくわからない。
"Once the company understands who its targeted customers are, it can identify the objectives and measures for the value proposition it intends to offer. The value proposition defines the company’s strategy for the customer by describing the unique mix of product, price, service, relationship, and image that a company offers its targeted group of customers. The value proposition should communicate what the company expects to do for its customers better or differently than its competitors."
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-2.html
ここめちゃ重要だった。「顧客提案は、目標とする顧客グループに提供する製品、価格、サービス、顧客との関係、およびイメージの独特の組み合わせを示すことで、顧客に対する自社の戦略を明確にする。」
"But IBM offered information technology executives, its targeted customers, complete solutions—hardware, software, installation, field service, training, education, and consulting—that were tailored to each organization’s needs. Companies offering such a customer solutions value proposition stress objectives relating to the completeness of the solution (selling multiple, bundled products and services), exceptional service, both before and after the sale, and the quality of the relationship (see the third row in Figure 2-5)."
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-2.html
内製の開発組織は完全な顧客ソリューションという価値提案なのでは。
"This objective represents the total cost of acquiring goods, materials, and services."
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-3.html
ソフトウェアの原材料ってなんなんだろう。要求を原材料と捉えることもできそうだし、より物理的には計算機資源は原材料ともいえる。
"4. Risk Management"
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-3.html
なんか全然理解できなかった。
"The ideal customer experience is a product that meets customer specifications and is suitable for immediate use by the customer."
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-3.html
いや、品質は単純ではない。
"Customers value rapid, reliable delivery of goods and services."
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-3.html
これは実は単純な話ではなくて、顧客が無計画であることを許容するために払う社会的コストが持続可能な開発目標と合致しているかを考える必要がある。実は、顧客が求めているのは迅速でタイムリーな購買というよりは、計画支援なのではないかというのが私の仮説だ。
"From the customer perspective, the company must measure the lead time experienced by the customer, not how long it takes the company to produce the good or perform the service."
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-3.html
これは顧客の定義による。顧客がエンドユーザーであればそのとおりだろう。ただ、狭義の顧客という意味では開発組織の後工程ということになる。
OPERATIONS MANAGEMENT PROCESSESまで読み終わった。正直頭の中で体系化できていない。内部プロセスの視点には4つあり、オペレーションはまぁプロセスと聞いたときに一番最初にイメージするものくらいの理解でいる。
"For a financial service company, a checking account or a credit card represents an entry-level product with all these characteristics. "
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-4.html
クレジットカードは客寄せ商品だという話。開発組織にとっての客寄せ商品はなにか。
"Even more valuable than customer loyalty is customer commitment, which occurs when customers tell others of their satisfaction with the company’s products and services."
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-4.html
顧客（後工程）がコミットメントをもつことを目指す。社内だからといって妥協しない。
"After completing the corporate scorecard, HDL cascaded scorecards to its shared services units, subsidiaries, and departments, and created personal scorecards for its employees."
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-4.html
やはりこれくらい目標の連鎖をしたい。
"In the daily build process (see Figure 5-7), programmers check out a portion of the code to work on each day and submit their work at the end of the day. Special teams test the revised product overnight to ensure that the additions worked well with the existing design, and to identify the bugs in the code for the programmers to work on in subsequent days."
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-5.html
マイクロソフトのデイリー・ビルド法は、特別チームが夜通しテストしていたらしい。まじか。
"The culture should also foster the acquisition of knowledge from outside the company and overcome the natural tendency, called the not-invented-here (NIH) syndrome, to derogate advances made by scientists and engineers outside the company, even if they work for competitive companies."
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-5.html
行きすぎた自前主義のことをNIHシンドロームというらしい。
"The common approach is on a stand-alone basis: “Show the ROI of the new IT application,” or “Demonstrate the payback from the HR training program.” The strategic program plan in Figure 7-5 shows how all IT and HR programs combine to create a collective financial payoff—revenue growth of 25 percent—from the strategy."
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-7.html
各戦略目標はそれ単独で投資対効果を問われるわけではないのが戦略マップの新しい点である。全ての目標は財務の視点の目標への因果関係で連鎖している。
急に思いついたのがユニットテストは品質を担保するかみたいな話。ユニットテストそれ単独では品質を担保しないが、目標の連鎖の中で必要になってくる。
"We introduce the concept of strategic readiness to describe the status of intangible assets to support the organization’s strategy. Strategic readiness is analogous to liquidity—the higher the state of readiness, the faster intangible assets contribute to generating cash."
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-7.html
戦略的レディネスの考え方は素晴らしい。戦略の実行にはインタンジブルズのレディネスが必要という言われれば当たり前のことを我々は認識できていない。
"But while managers must develop the potential of everyone in the organization, they must also recognize that some jobs have a much greater impact on the strategy than others."
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-8.html
はっとした。私はすべての職務でコンピテンシーを高めることはできるという主義の人間だが、たしかにここで言うように戦略上重要な職務とそうでない職務があるというのは事実であろうし、戦略にインパクトをもたらす職務には資源を集中しなければならない。それは差別というよりは選択と集中であり、そのような職務につけるだけのレディネスを備えることを社内のキャリアパスとして描けばよいだけではないか。
やや別の話となるが、期待役割はやはりジェネラルな職務として考えるのが適切であるように思う。つまり、より上位の期待役割であるほど、戦略へのインパクトが大きいべきということ。
"These families employed approximately 100 (7 percent) of the total employment of 1,500 staff. Thus, the success of the organization strategy would be determined by how well the company developed competencies in less than 10 percent of the workforce. This is the essence of strategic focus."
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-8.html
これはあくまで一例だが、戦略の成功は全従業員の10%未満のコンピテンシーの育成にかかっているという。
しかしはたして、自工程完結などを考えるとこの考え方は正しいのだろうか。品質は工程で作られるのだから、結局は全従業員のコンピテンシーが重要ではないか。まぁ仕組みを作る人と仕組みを使う人という分類だろうか。なんかこういう上から目線が20世紀の悪いところなんじゃないかとも思うのだが。
私がただ単に人間に対する洞察がまだまだ甘すぎるだけというような気もしてくる。
せかいさんは、「人と仲良くする必要はない」とか「ときには距離をとることが大事だ」とか「人は仕組みで気持ちよくなる」と言い切っていて、人間に対する甘い幻想がどこにもない。リアルに人間を洞察したうえで、腹落ちするまで考え抜いて、自分の考えを組み立てているから説得力があるんですよね。
戦闘型ビジネスと戦争型ビジネスの話かもしれない。戦争型ビジネス（変革プロジェクト）に勝つためには、その前提として残り90%の従業員が戦闘型ビジネス（局地戦、オペレーション）でも勝ち続けている必要があると考えると腑に落ちる。
"Because of its importance, assessing strategic readiness of employees in strategic job families should be treated differently from the routine performance management process used elsewhere in the organization."
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-8.html
そうそう！日常的な業績評価と戦略的レディネスの評価は異なった取り扱いがなされるべき。業績評価から考えるのは全体が見えていないとも言える。
"The strategy, focusing on major areas of change and development within the organization, often reveals that several strategic job families don’t currently exist in the organization."
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-8.html
ここでは実例は挙げられていないが、こういう組織は多そう。分析すれば必要とわかることを分析するまではそもそもやっていないもしくは認識していないという。そういう意味で段取り八分ということわざ？は結構正しいと思っていて、そもそもやるべきことを徹底的に考えるのが足りていない。漫然と日々を生きている。
"Without the guidance of a strategy map, most HR development programs attempt to meet the needs of all employees, and therefore underinvest in the jobs that really make a difference. By focusing human capital investments and development programs on the relatively small number (often less than 10 percent) of employees in strategic jobs, organizations can achieve breakthrough performance faster and less expensively than by diffuse HR spending."
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-8.html
やっぱそういうものかなぁ。実質的に差別化をもたらす仕事に過小投資をしてしまう。うん、まぁ過小投資はよくないわな。政府に対してバラマキなどと表現される状態と似通ってしまうというわけか。
"But this approach implies that up to 90 percent of the workforce is nonstrategic and thus that companies could ignore their legitimate needs for development."
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-8.html
お。
"Progress in closing the competency gaps in strategic job families should be the basis for reporting on strategic human capital readiness. On the other hand, the strategic values model provides the basis for a revised performance management program for setting objectives for the entire workforce."
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-8.html
戦略的職務群モデルと戦略的価値観モデルは両方必要だが、統合することはできない。貞観政要における創業と守成みたいな話か。
"Organizations should attempt to build their human capital development programs using both the strategic job family approach for managing strategic human capital development programs in a focused and urgent manner, and the strategic values approach, for making strategy everyone’s job."
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-8.html
ここが一番わかりやすい。短期と長期、劇薬と漢方薬、戦争と戦闘みたいな。
"In the past, IMS could recover its costs through overhead allocations imposed by the corporate parent on operating divisions."
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親会社が事業部門に間接費を配賦することによってそのコストを回収。
"The beauty but also the complexity of the Balanced Scorecard is that the act of measurement forces somewhat vague and ambiguous concepts such as culture and climate to be defined more precisely."
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-10.html
The beauty of って使ってみたい英語表現のひとつ。cultureとclimateを使い分けている。
"Do I know what is expected of me at work?
Do I have the materials and equipment I need to do my work right?
At work, do I have the opportunity to do what I do best every day?
In the last seven days, have I received recognition or praise for doing good work?
Does my supervisor, or someone at work, seem to care about me as a person?
Is there someone at work who encourages my development?
At work, do my opinions seem to count?
Does the mission/purpose of my company make me feel my job is important?
Are my coworkers committed to doing quality work?
Do I have a best friend at work?
In the last six months, has someone at work talked to me about my progress?
This last year, have I had opportunities at work to learn and grow?"via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-10.html
生産的な職場の定義。明るく楽しく元気よくと同じことを言っている気がする。
"Values by themselves are too vague to reveal what employees truly believe about the organization and how they should behave."
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XPでケント・ベックが価値に対していっていることと同じ。
"Peter Senge, in The Fifth Discipline, stresses that broad-based organization change requires alignment, when all members of a team have a commonality of purpose, a shared vision, and an understanding of how their personal roles support the overall strategy."
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やはり戦略（部署目標）がなければ漫然としてしまうよな。
"The effect will be similar to the self-declared job description of a new business school dean: “taking sixty puppy dogs for a walk without a leash.”"
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笑った。自律性至上主義に対する批判である。分業と協同なのだという。
"The challenge is to find ways to motivate individuals to document their ideas and knowledge so that they are available to others"
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あーこれは私も悩んでる。評価とか考える前にまずは戦略的尺度を意識的に設定することが突破口となりそうだ。
ところでいまさらだが、Strategic Objective（戦略目標）とStrategic Measureは別の概念なんだよな。まずはStrategic Objectiveのロジックに集中して、Measureは焦らないのが大事な気がする。
"The learning and growth perspective is the foundation of every organization’s strategy. The measures in this perspective are the ultimate lead indicators."
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-10.html
戦略マップが因果関係であるのはわかったがどこから手を付けるのが正解なのだろうか。やはり私は土台から手を付けるのが正解のように思える。
"But even beyond the relative emphasis on a particular set of internal processes for a particular strategy, all organizational processes should be aligned to deliver on the differentiating value proposition. Michael Porter argues that “the essence of strategy is in the activities—choosing to perform activities differently or to perform different activities than rivals.”1"
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-11.html
この章面白すぎる。すべてがつながってきた感じがある。「すべてのプロセスは差別化した価値提案に方向づけられなければならない。」
"But even beyond the relative emphasis on a particular set of internal processes for a particular strategy, all organizational processes should be aligned to deliver on the differentiating value proposition. Michael Porter argues that “the essence of strategy is in the activities—choosing to perform activities differently or to perform different activities than rivals.”1"
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-11.html
重要過ぎて同じ話が何回も出てくる。
"Low total cost companies are product followers, not leaders. They don’t invest a great deal in product and service innovation."
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-11.html
これではない。と思ったが、自動車業界に追従しているならこれなのか？リーンオペレーションという観点からはこれな気もしてきたなあ。
"Senior executives often look at accident rates as a leading indicator of future operating performance. They believe that “if employees are not looking out for themselves, they certainly aren’t looking out for the company’s equipment and processes.”"
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-11.html
事故発生率をバグ発生率と考えるのはどうか？
"Senior executives often look at accident rates as a leading indicator of future operating performance. They believe that “if employees are not looking out for themselves, they certainly aren’t looking out for the company’s equipment and processes.”"
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-11.html
最近流行りのプロダクトoverプロジェクトという話はこれな気がする。でも、一番乗りが利益を取るという業界でもないような。
うお目が。眩しすぎて目が潰れるかと思った（比喩）。
IT部門の取るべき基本戦略は完全な顧客ソリューションな気がするんだけどなぁ。
会社としてはロックインとコスト低減、事業としては製品リーダーシップと顧客ソリューション、IT部門としては顧客ソリューションみたいな感じかな。
"Using a military metaphor, each strategic theme is analogous to a battle; the strategy includes a “battle” to improve solution selling, and a “battle” to reduce the product development cycle. Battles are the building blocks of a military campaign, but unless battles are organized into a broader strategic logic, one can win several battles, and still lose the war."
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-12.html
戦闘と戦争の話が出てきた。
"Strategy maps start, in the financial perspective, with objectives for creating shareholder value through two financial objectives: a long-term revenue growth component, and a short-term component from productivity improvements."
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-12.html
思考が停止してしまった。IT部門だけの戦略マップというのはナンセンスなんだろうか。非営利組織の戦略マップを参考にしようということでとりあえず次へ。
"Establishing the size of the value gap is an art. Executives must balance the benefits from challenging the organization to achieve dramatic improvements in shareholder value with the realities of what can possibly be achieved. A stretch target viewed as impossible to achieve will not only fail to motivate employees; it could actually demotivate them and cause them to believe the executive’s head is in the clouds, not in the reality of conducting business day by day."
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-12.html
戦略マップの著者をして、目標設定はアートだと。
"In our experience, seemingly impossible financial targets can often be realized through the compounding of targets at the internal process level."
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-12.html
目標を小さく分解することで実現可能性がわかる。逆に大きいママの目標は実現可能性がわからない。
"Only when financial targets get broken down into targets for internal processes and strategic themes, and with specific time frames attached, can everyone in the organization get comfortable with the feasibility of the overall target."
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-12.html
とりあえずやってみようとは真逆。
"Strategic initiatives are the actions required to close the performance gaps between targeted and current performance. Initiatives are the ultimate drivers of change. A performance objective will not be met simply by measuring it. Executing strategy requires that initiatives be actively managed. Integrating the strategy map’s measures, targets, and initiatives provides a complete description of how value is created—that is, a complete description of the organization’s strategy and its successful execution."
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-12.html
Strategic Objectiveがややぶれ。
"The ultimate goal is to transform into the Future Objective Force, but this objective has to be balanced with the priority to maintain a current readiness to support the global war on terrorism."
via Check out this quote from Strategy Maps: Converting Intangible Assets into Tangible Outcomes - https://learning.oreilly.com/library/view/strategy-maps-converting/9781422163498/StrategyMaps_chap-12.html
現在のレディネスも維持しながらトランスフォームしていく。
