The Study Of A Company TPE Business Unit Strategy Implementation Based On Strategy Map

Market competition has become increasingly day-to-day with the deepening of international trade in recent years.The boundaries between industries have become increasingly blurred,and competition in the market has become increasingly fierce due to the speed of iteration.How to acquire and maintain the company’s sustainable competitive advantage in the market is a topic that every company is thinking about.At present,the main contents of management books are focused on the strategic management theory.They focus on how to select the company’s strategic plan after the internal and external environmental analysis,define the upstream and downstream value propersition,and formulate the company’s strategic goals.Research and discussion on strategy implementation are usually classified under the strategic management or strategic learning categories,with a vague and general brief introduction.A good strategy is one thing and effectively implementated is another thing.Many good strategies being penniless just because they have not been effectively implemented,even those good strategies were charged millions of dollars from the consultant.Because the implementation of the strategy is related to whether the strategic objectives can be achieved,based on the research and analysis of domestic and international strategic implementation literature,the existing research results are integrated,the “strategy map” and strategic execution are used as the theoretical basis,and the case study method is used to practice the strategy map.Proved that the strategy map is a strategic execution tool that can clearly describe the route of company’s strategic planning.It is said that the improvement and control of key issues during the process based on the relevant theory of strategic execution can improve the effectiveness of strategy execution.This paper analyzes and sorts out the problems existing in the strategic implementation of the TPE business unit of Company A,starting from the organizational mission of Company A,combined with the strategic goals of TPE BU,incorporated the mission and strategic goals into four KFAs(key focus areas)– Financial,Customer,Internal,and Learning and Growth.Explicit driving factors between these four KFAs to visualize the strategic route of TPE BU,so that all units and employees of the organization can understand the strategy and recognize how should one make their own contribution to the realization of the strategy.In addition,it summarizes the problems encountered by Company A in the process of strategy execution,analyzes the reasons behinded,find out solutions with relevant theories of strategic execution,and propose the improvements.After analyzing the problems of A company’s strategy implementation,the implementation problems of the TPE BU are mainly reflected in the lack of a unified target system and the lack of control in the implementation of the strategy.The lack of a unified target system will result in the difference between long-term goals and short-term goals;Sales targets and operational goals;annual goals and strategic goals.These unrelated goals,even repulsive goals,make it impossible for companies to understand in which direction they should go in the process of implementation,and eventually become further and further away from the strategic goals at the beginning.The control in the strategic process is beneficial to the enterprise to find the gap between the results and the target in time,control the gap,and constantly narrow the gap,and finally achieve the strategic goals through effective implementation.This paper attempts to clarify the importance of having a clear and unambiguous strategic goal(use strategy map tool)in the execution of implementation by sorting out and researching the problems exposed in the case of Company A.Enterprises improve the control of strategy execution by setting up a Strategy Committee in charge of the strategy implementation,regularly reviewing actual results and improving information management systems.The road to business success may vary,but many of the failures in the enterprise are ubiquitous and can be summarized.Through studying the case problem of Company A,it can be used as a reference for other companies or organizations.The innovation of this paper is to realize the requirement of establishing a unified target system through the strategic description tool of “strategy map”,which not only extends the function of “strategy map”,but also enriches the model needed in the implementation process.Because the strategy map itself is an effective strategy tool that has been verified.Therefore,in this paper,not only the theory of the strategic map itself is discussed,but also application in practical cases is discussed.For example,what is the framework of thinking at each level,and how to set the goals of each level in combination with the case of this paper.What’s the driving connectors between these goals? By drawing a strategic map,it not only clarifies the company’s strategic path,but also lays a good foundation for the subsequent strategic consensus.After adding the measurement target,it forms a dynamic strategic map,which can become the benchmark of assessment content.