Strategic Alignment
(Venkatraman)

ナレッジセンター

4つのalignmentの見通し

1. 作戦実行。 この透視図の両方組織設計の選択そして論理の起動力として経営策それ戦略的な経営の下部組織(古典的の、階層的眺め)の。 経営者は作戦を作り出す; それは経営作戦のインプリメンターだけである。 [矢1]

2. 技術の潜在性。 この見通しはまた起動力として経営策を見る。 但しそれはの必須の選ばれた経営策そして対応する指定を支えるために公式をそれ作戦それ下部組織およびプロセス含む。 経営者は最もよく選ばれた経営策を支える作戦技術のそれに関係する論理および選択を連結するために視野を提供するべきである。 の役割それはマネジャー技術の建築家のそれはずである。 彼は必須それそれの外的な部品に一貫している作戦(規模、能力および支配)下部組織効率的にそして効果的に設計し、実行する。 [矢2]

3. 競争の潜在性。 このalignmentの見通しは出現のそれ開発に機能かかわっている:

   • 影響の新製品およびサービス(すなわちビジネス規模)、
   • 作戦(すなわち特有な能力)の主属性に、と同様、影響を及ぼしなさい
   • 関係(すなわちビジネス支配)の新しい形態を開発しなさい。

   与えられるように経営策を(または組織の変形のための抑制として)考慮した2つの前の見通しとは違って、この見通しは出現によってそれ経営策の修正を機能可能にする。 成功するためにこの見通しを助ける経営者の特定の役割は能力および機能性の変更の支配パターンと同様、現れてそれ市場経営策にいかに影響を与えるか連結するビジネス空想家のそれである。 の役割それはマネジャー触媒として機能することである。 彼はの傾向をそれ環境識別し、解釈する。 その際に彼はからの潜在的な機会そして脅威を理解するために業務管理者をそれ見通し助ける。 [矢3]

4. サービス・レベル。 このalignmentの見通しは方法に世界に名高いそれを造る組織内の構成焦点を合わせる。 この見通しでは、経営策の役割は間接である。 この見通しは頻繁に見られ必要、それの有効な使用に資源を保障し、エンドユーザーの人口の育ち、速変更の要求に敏感であるために十分、でないとして。 成功させるこの見通しを経営者の特定の役割はprioritizerのそれである。 彼らは乏しい資源がいかに割り当てられるべきであるかのと同様、構成の内の両方それ市場決定する(、少数株主持分の投資、等によって)。認可する共同請負 の役割マネジャー内部ビジネスが経営者からの作動の指針の内で成功することの保障の特定の仕事のビジネスリーダーシップの1時、である。 [矢4]

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Strategic Alignmentをと比較した: Strategic Thrusts  |  Twelve Principles of the Network Economy  |  7-S framework  |  Organizational Configurations  |  Impact/Value framework  |  Ashridge Mission Model

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