1. Different strategic positioning of the group headquarters for its subsidiaries:
1. 1. The holding company is mainly managed by the board of directors by improving the corporate governance structure.
1.2. It is relatively mature and adopts a strategic-oriented management and control mode.
1.3. For wholly-owned subsidiaries that are closely related to their main business or have business needs, the business-oriented control mode should be adopted.
2. Determination of main rights and responsibilities of group headquarters
The main responsibility of the group headquarters refers to the main management line that runs through the headquarters and subordinate companies. Mainly: strategic management, investment management, decision-making power of personnel appointment and removal, financial management, brand promotion, business, production and so on.
3. The authority system follows the following main principles:
3. 1. The headquarters is the resource integration platform, service support and coordination monitoring center.
3.2. The principle of authority of wholly-owned subsidiaries
3.2. 1. The decision-making powers and responsibilities of the strategy, investment and senior personnel of the wholly-owned subsidiary are centralized, and the decision-making powers and responsibilities of daily operation and management are decentralized.
3.2.2. Centralized financial management, brand promotion, information, customer management, corporate culture, standards and specifications, major procurement responsibilities, internal audit and inspection, and decentralized other management responsibilities.
3.2.3. Centralized power and responsibility with long performance cycle, entrusted power and responsibility with short performance cycle or requiring quick decision.
3.2.4. Can * * enjoy the headquarters resources, which will help reduce costs and improve efficiency, but cannot * * enjoy the headquarters resources and delegate the responsibilities with industry characteristics.
3.2.5. The power and responsibility for handling unplanned matters are centralized, while the power and responsibility for handling planned matters are decentralized.
3.3. The principle of authority of holding subsidiaries
3.3. 1.？ The board of directors approves strategies and major events to achieve control. Such as the approval of strategy and annual plan and budget. Feasibility demonstration of major project investment and monitoring of key nodes in the implementation of major projects
3.3.2.？ Financial management: the board of directors supervises and controls through various financial means, such as appointing key financial personnel from the headquarters, approving funds and reporting financial statements.
3.3.3. Under the authorization of the board of directors, the general manager leads the business operation independently, and the relevant functional departments of the headquarters provide business guidance, support and information filing.
For group management and control-how to design group human resources and corporate culture? Mr. Qin, the chief consultant of the consulting group, believes that the human resources and corporate culture of the group are important guarantees to support the operation of the management and control process and organizational structure, so the group enterprises must ensure that they have enough ability to attract, educate, train, motivate and retain the talents needed in the group transformation.
However, in many group enterprises in China, the management and control foundation of group human resources and corporate culture is still quite weak: there is a lack of logical connection between human resources planning and group business strategy; The relationship among group strategy, control mode, control process, organizational structure and post setting is not straightened out; Lack of the ability and quality standards of the talent echelon needed for the strategic development of the group; There is an urgent need for an employee performance management system linked to strategy to guide employees' behavior to meet the strategic requirements; The standard of group salary system is not clear, so molecular companies can not achieve a reasonable balance and can not effectively play the role of incentive leverage to attract, retain and motivate talents; Staff training and career development are not well combined, which can not enhance the competitiveness and cohesion of enterprises and meet the needs of staff development; The core values of the group pursue fashion, and the "wall culture" cannot land; Employees are hesitant and confused about the role of corporate culture; There is no long-term planning and implementation measures for the construction of corporate culture, and the full participation of sports is actually far from it.
As mentioned above, the management and control of human resources and corporate culture of group companies are obviously different from those of individual companies. These differences are often what we need to pay attention to when designing the management and control system of group human resources and corporate culture:
1, Human Resource Planning of Group and Molecular Company
2. Management and control of human resources of subsidiary management team;
(Appointment nomination, competency model and qualification, performance evaluation, salary incentive)
3. Human resource management and control of the core team (non-management team);
(Expatriate management, talent pool establishment, succession planning, training and rotation planning)
4. Group human resource management output;
5. Supervise and control the human resources of subsidiaries;
(HR audit, HR report, HR inquiry meeting of the Group)
6. Human resource management in investment M&A:
7. Human resource management of the group headquarters;
8. The construction of the hierarchical corporate culture system of the group.
Group human resources and corporate culture control will be elaborated in the fifth chapter of this book.
1.5 Five Steps of Group Management and Control Reform
According to the practical experience of management consulting of Zuo Jia Consulting Group, promoting group management and control, upgrading group strategy and implementing management change can be divided into five interrelated and interactive practical operation steps, which we call the five-step method of group strategy and implementing change:
Step 1: change preparation and management diagnosis
"Success always favors those who are prepared", and preparing for change is the first step to promote the group's strategy and implement change. We carry out the preparatory work according to three basic principles: 1, and form a strong change team; 2. Ensure the changed plan; 3. Extensive study and publicity.
First of all, the change team needs to be fully authorized by the top management and can fully mobilize the internal resources of the enterprise to support the change. At the same time, the change team must also have a person who is a technical expert in group strategy and control. Only such a team combination can ensure the team's strong driving force for management change;
Secondly, as long as the purpose of making the change plan is to make clear the progress schedule of the change and make a detailed plan for each step of the change, the resources to be allocated and the expected output, it can help the change team to make clear the action arrangement of the promotion work and ensure the orderly progress of the change work;
Extensive publicity and training are also essential activities in the preparatory stage. Its main function is to publicize the significance of change to all employees of the enterprise through publicity and training, so as to gain the support of all employees of the group and molecular companies.
The diagnosis of the current situation of group management and control is also an activity after the preparation for change. It is necessary to organize a pre-diagnosis activity to obtain some information about the strategy, management and control of the group, whether it is carried out by the enterprise itself or the intervention of consultants.
Step 2: Group Strategic Planning
This step is to analyze the strategy of the group and describe the strategy of the group and even the molecular company with the method of strategic map. The same as the traditional strategic planning: strategic analysis tools can be fully used in this link, such as PESTEL, Porter's five forces analysis, stakeholder analysis, internal value chain analysis, SWOT analysis and so on.
Strategic environment scanning includes scanning the internal and external environment of the Group. Different enterprises may need to analyze different environmental factors, and it is impossible and unnecessary for enterprises to analyze all relevant environmental factors. This is because the external environment-related factors of enterprises in different industries are different, so the demand for environmental analysis is also different. As the leader of an enterprise, relevant personnel should be required to have a purposeful grasp of the key strategic environmental factors involved (or intended to be involved in the future) by the Group, especially to find out the budding or potential factors that have a significant impact on the business development prospects of the Group; After scanning the group's strategic environment, it will enter the strategic map drawing stage, which can also be understood as the strategic planning stage, because the strategic map itself is a tool to describe the strategy in the balanced scorecard system. The drawing of strategic map involves the editing and writing of strategic map, balanced scorecard and strategic action plan.
It should be pointed out that it is also the key research content of the balanced scorecard system to link the balanced scorecard with the group's comprehensive budget management, organizational performance evaluation and human resource management and control, and to design a group strategic management and control process system based on the balanced scorecard system. We design the control process and system steps in this respect (such as group strategic control process, budget control process, group performance appraisal process, etc.). ).
The third step is the design of group management and control mode.
Designing group management and control mode is the third operation step of strategic implementation change. As mentioned above, the design of group control mode is actually to determine the basic principles and operating mechanism of group control according to the requirements of group strategy (such as industrial combination, strategic coordination, competitive advantage, etc.). ), it directs the control process and organizational structure, human resources of the group and corporate culture design, because "control operation" must obey the "basic principles".
The design of group management and control mode needs to analyze the influencing factors of group management and control mode first, and then design the governance mode according to the analysis results, that is, the basic principles and guiding ideology of mother-child governance design; Define the control standards and boundaries, that is, the basic principles of controlling the operation of sub-functions such as strategic control, financial control and brand control; Finally, plan the development of the group organization in a forward-looking way, that is, clarify the basic functional orientation and evolution path of each level of the group organization structure.
The fourth step is the design of control process and organizational structure.
"Control process system and organizational structure" is the basic guarantee to ensure the implementation of group control mode. After completing the design of control mode, we will enter the fourth operation step-control process and organizational structure design, so we think we should design control process and group organizational structure according to the requirements of group control mode.
This step first needs to plan the group management and control process system, optimize the process system of corporate governance and management and control functions, and design the operation rules and departmental responsibilities of the group organizational structure.
The fifth step is to design the management and control system of group human resources and corporate culture.
Group human resources and corporate culture are components of "control process system", which we regard as the fifth operation step. Group companies not only involve the operation of human resources and corporate culture management functions of a single company, but also involve some unique concerns in the management and control of human resources and corporate culture as a group company.
The activities in this step may include: multi-level human resources planning of the group, design of human resources management control mechanism for management team and core talents, output plan of human resources management of the group, human resources supervision and control mechanism of subsidiaries, reform plan of human resources management in investment merger and acquisition, design of human resources management system of the group headquarters, construction of corporate culture system at the group level, etc.
Why control the group? Cai Hua believes that group control has always been a management problem for large group enterprises. Due to the multi-level and large scale of large enterprises, in the process of operation, "big enterprise disease" is prone to occur, and the efficiency of internal communication and resource utilization is not high, so it is impossible to break through the limitation of scale wall and continue to grow. The group headquarters loves and hates its subsidiaries, hoping that they will play an active role, but they are afraid that they will lose control. Therefore, they kept repeating centralization and decentralization and lost opportunities.
Cai Hua believes that, first of all, there are many levels within large groups and central enterprises, and the hierarchical relationship is complex. Lack of evidence-based management will make enterprises fall into a state of disorderly development; Secondly, the internal consumption of the group is too large, and the internal resource allocation is out of order, so it is difficult to realize the rational allocation of resources; Thirdly, the independent operation of subsidiaries lacks controllability, and the rapid expansion of subsidiaries is out of control. Therefore, it is necessary to control the group and make it develop steadily in an orderly state.
Gap analysis and improvement of group management and control process? Zuo Jia Consulting Group believes that the gap analysis of the group's management and control process refers to finding the gaps in the objectives of the management and control process, then analyzing the causes of the gaps, and finally formulating solutions to make up for these gaps and drawing up new process plans. In other words, it is to find the gap between the current situation of the control process and the goal of the control process and formulate solutions to realize the control intention.
The so-called control process objectives are the basic criteria defined in the design of group control mode, such as governance, control criteria and boundaries, organizational positioning, etc. Whether the group management and control mode can be seamlessly connected with the management and control process can often reflect the level of change personnel, even in the management consulting industry, it is also a symbolic skill to measure the level of management and control consultants. Too many failed cases in the world tell us that there is the most direct interactive logical relationship between control mode and control process optimization.
Case:
In 2007, the production of Airbus A380 double-decker aircraft has been delayed for two years. More than $6 billion in potential profits have been lost in vain.
The root of Airbus's problems comes from the mistakes of poor operational control details: although Airbus emphasizes seamless and pan-European overall coordination in the group management and control mode, due to the mistakes in the design and implementation details of control processes, Airbus's internal operations have been seriously divided, and "seamless and pan-European" has become a castle in the air because of the mismatch of its control processes.
For example, there are fatal flaws in the control process of Airbus aircraft design, and factories in Germany and France actually use incompatible design software. Engineers in Hamburg use two-dimensional computer software to design drawings, while engineers in Toulouse use three-dimensional software in their work. Therefore, the cable produced in Hamburg, Germany, was found to be unable to be installed on the plane after arriving at the Toulouse assembly plant. ...
The management and control process has caused many similar adverse consequences. Companies in Germany, France, Britain and Spain have always adhered to old processes that do not match the management and control model. They are suspicious of each other and care about how the group's resources are distributed among factories, regardless of the overall technological interests of Airbus-how many planes can be sold. June 5438 +2006 10, Stian resigned as CEO of Airbus. Streiff told le figaro that "to some extent, they are still four parallel companies".
All this is good news for Boeing. Airbus must pay for the cracks in management mode and process: the delayed listing of A380 has created a good market environment for Boeing, and many airlines will have to use Boeing aircraft for a longer period of time in the future, such as Boeing 747-400 series.
According to the requirements of the control mode, we may get two realistic conclusions:
1. The gap between the current situation and the expected results is too big to make up, and our current situation cannot support improvement;
The gap between the present situation and the expected result is too big to make up, and we can get a reasonable return on input and output.
The way to deal with the latter case is to continue optimization, while the former case can be abandoned temporarily, but the improvement progress should be clearly delayed.
When analyzing the control process, group control process consultants are best at asking "why", which can help them find the most essential reason for the gap in control process. In the discussion on the optimization of control process, people who participated in the discussion were disgusted when asked the third "why", but when we asked the third "why", the causes and solutions of problems in control process basically had a clear outline. When performing gap analysis, you can fill in the gap analysis table of group control process, which can help designers to effectively record the information of process gap analysis.
Group Control Process Gap Analysis Table
Control process name process code
Group headquarters process
Leading department
Group and molecular companies
Participating department
Solution of key node description gap in serial number process
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There are the most basic processing skills in the gap analysis of management and control process. In principle, it mainly includes the following seven methods:
1. Vertical compression: The main purpose is to minimize the activities undertaken by each department, transfer many activities to the same person, improve the efficiency of internal completion, and also improve the quality of process operation.
2. Horizontal integration: that is, reducing the handover and direct coordination between departments, classifying the attribution of process activities according to the performance achieved by the process, that is, which department or post has the greatest impact on the performance achieved, and which department or post these process activities should belong to, so as to facilitate the performance responsibility assessment of enterprises and improve the basis for dividing process boundaries.
3. Concurrent engineering: that is, changing the concept of undertaking activities before and after, and turning to multiple activities to start operating at the same time, just like parallel connection in a circuit, focusing on parallel connection and combining series connection to improve coupling efficiency. Therefore, the emergence of concurrent engineering theory also provides a good theoretical basis for process improvement. In this way, the efficiency of the process is greatly improved.
4. Single contact with customers: that is to say, it embodies the "one-on-one" management principle. When facing process customers, it is better for one department or one post, rather than multiple departments or posts facing the same process customer at the same time, which can improve the uniqueness of customers' acceptance of products, services and information.
5. Process diversification: the process only defines one working method, and the operation details are difficult to standardize. Therefore, in the process of process operation, many process activities need to be listed and explained as clearly as possible, so that the operator can not deviate from the process requirements. That is to say, we should try to consider more operational links, that is, they can't be used, or some activities don't have too many requirements, but we can try our best to standardize the process.
6. Reduce control links: Many processes reflect the decision-making links of activities, thus reducing the operational efficiency of the process, because decisions or clappers need to be made by others. This direction is only applicable to enterprises with mature management level. For enterprises that are transforming from "initial stage" to "development stage", it is more necessary to increase rather than reduce control links. However, it is necessary to strengthen the standardization of control and improve the efficiency of control.
7. Application of IT technology: standardize the business and management activities of enterprises mainly by introducing advanced operating systems, or optimize the business and management activities of enterprises through the development of IT technology, so as to improve the normal operation efficiency of enterprises. Here, we particularly emphasize the connection between IT technology and process management. At present, most domestic enterprises copy other people's things in ERP system import, ignoring the characteristics of their own processes, which leads to the failure of EPR import.
In the group management and control system, when dividing the interface between centralization and decentralization of the group, is there any principle for the top management of the group headquarters to be divided into strategic level or management level? Cai Hua Consulting Group believes: First of all, we say that the division of the decentralized interface of this group is not a simple and rude division. Regarding whether the senior management of the headquarters is divided into strategic level or management level, it is suggested to refer to the group management and control system of Cai Hua Consulting, and finally form a centralized and decentralized interface through governance plus control plus macro management. If it is simple centralization and decentralization, not only the control is more extensive and rude, but also there is only one control method. If strategy+control+macro management is adopted, control can not only achieve the best interests of the group as a whole, but also ensure legal compliance in jurisprudence. At the same time, there are three ways to realize control: governance, control and macro-management.
About group control-what are the control standards and boundary division?