Study On Strategic Performance Management Of Meishan Mobile During Transformation

In recent years, the telecommunications industry has been recombined for the third time. With the 3G license been issued, internet enterprises sharply extending and state policy preferring the weaker operators, it’s hard to China Mobile keeping distinct competitive advantage. The group is confronting with an unprecedented stress. All the provincial companies are looking for settlement. Meishan Mobile, as a municipal branch organization of Sichuan Mobile, the subsidiary company of the group, has set up a series of performance management system on base of strategy management, supporting its strategic transformation, much earlier than other companies in Sichuan Province. However, as the transformation goes into a further stage, the strategic performance management system of Meishan Mobile is exposing a great inadaptability. To solve those problems, the article has deeply diagnose the system of Meishan Mobile. This article includes the following:First of all, this article has reviewed the status of strategic performance management system in Meishan Mobile, finding out that the company has a good foundation of organizational foundation and culture atmosphere for strategic performance management, as well as in fields of company strategy management, organizational structure, appraisal mechanism.Secondly, this article has deeply analyzed five major problems existed in the existent system, which includes an overly comprehensive assessment indexes, index system lagging behind the transformation, administration segmentation cutting off the inside value chain, management tending to be decoration, support system disjoint with the transformation environment, etc.. There is a great room for Meishan Mobile to improve.Thirdly, according to the problems mentioned above, the author has redesigned assessment indexes system for Meishan Mobile, focusing on a clear strategic target and its pulling effect.Lastly, a complete strategic performance management system should be matched with corresponding safeguards. In the new system, there is hard safeguard measures and soft ones, which include workflow management, financial management, talent management and culture management.