见TONY访前麦肯锡公司资深董事潘望博

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狠挖麦肯锡的墙角

狠挖麦肯锡的墙角

咨询观察: 狠挖麦肯锡的墙角!虽然我们无法详细得知跨国咨询机构在中国是如何咨询的,但是他们对中国咨询市场进行掠夺性开发的责任可能难逃其咎。

麦肯锡事件已经过去了,它给我们留下的思考也许是:我们需要的不仅仅是开放的胸怀。

挖麦肯锡的墙角实际上,传说中的“孟姜女哭长城”是错的,而应该是范喜良(孟姜女的丈夫)挖塌了长城。

因为在秦朝的时候,是用破坏的方式来检测长城质量的:在一段工程完工之后,任意取其中一小段,从城墙的脚下挖进去,看什么时候可以将城墙挖倒——这就是我们现在常说的“挖墙角”,而范喜良很有可能就是当时的检测工人。

在敬佩古人对工程质量重视的同时,我们是否也应该对那些来中国的跨国咨询机构进行一次检测呢?当然,归根结底,这个检测不单单是针对麦肯锡或其它跨国咨询机构,而是针对整个中国咨询市场的万里长城。

有人说麦肯锡走下了神坛,有人说麦肯锡兵败中国,还有人说洋策划水土不服,当然也有人说麦肯锡有点冤……但是没有人探讨麦肯锡坐的那个“神坛”是谁制造的,没有人剖析更深层次的原因,也很少有人对咨询市场的规范进行反思。

中国人对“神”的膜拜和尊敬向来是带有很多愚昧色彩的,神坛本身的制造也往往是国人心理障碍和民族劣根性的使然。

记者并不是一个手持大刀的狭隘民族主义者。

我们应当承认跨国咨询机构在技术和经验积累上的强大,更应当承认严谨、科学是跨国咨询机构的优势。

但是,我们没有必要老是怀疑自己对自己的把握能力——我们的企业在付出金钱的同时,常常因为盲目崇信而被一个个并不适合自己的咨询方案折腾得死去活来。

事实上,不仅仅是实达,国内好多企业在与跨国咨询机构的合作中都遇到过各种各样的问题。

但奇怪的是,没有一家企业愿意或者敢于站出来说几句真话。

大家都选择了沉默,都在尽量地让时间磨灭曾经的悔恨。

这似乎有一点悲哀,也有一点令人费解。

WTO来了,我们对于自身发展的需要将更为迫切,很多问题已不能再回避!掩耳盗铃者——先进对落后的威慑对于由麦肯锡、实达而引发的咨询业的问题,记者原本打算多采访一些国内、国际知名的咨询机构和个人,但在执行这个计划的时候,许多采访都没能够深入进行——好像大家都有一种无名的压力,觉得自己好像没有资格谈论具有“世界第一咨询机构”称号的麦肯锡。

集团资金结算中心解决方案集团资金结算中心解决方案(pdf 30页)

集团资金结算中心解决方案集团资金结算中心解决方案(pdf 30页)

集团资金监控平台
各币种头寸
各地区头寸
多个子公司
资金帐户头寸
多家银行 资金帐户头寸
集团资金监控平台
各级领导
用友的资金集中管理系统要点
Ô 以咨询服务为先导 促进企业集团建立 加强结算中 心的专业组织和配套规章制度
Ô 建立全局的资金动态监控体系 Ô 建设资金集中统一管理为龙头 网络化的集中结算管
理系统 加强集团资金调控能力 Ô 充分利用银行的网银系统 作好结算中心的延伸服务
资金为什么要集中结算和控制
一 现金固有的风险和成本 “道德危机与寻租现 象” ——“现金为王” 二 两权分立 公司规模扩张和组织结构的复杂—— 信息不对称
三 对出资者利益的保护—监控资金的运行也 就监控了投入资本的运行 这是快速控制企业绝大多 数经济活动的一条必经之途
四 从财务控制的角度来确保公司整体战略顺 利实施—全球收益最大化
中期
开开展展理理财财业业务务 提提高高资资金金使使用用效效率率
在稳定结算系统的基础上开展信贷业务 国 债回购 证券投资 票据贴现业务 金融租 赁业务 提高资金使用效率
中远期
数数据据仓仓库库 数数据据挖挖掘掘 风风险险控控制制
利用结算业务平台中积累的大量数据为客户 关系管理系统提供数据仓库 与预算系统充 分对接 建设风险控制系统 外汇业务管理 系统
跨国公司及中资公司正在争夺公司总部
跨国公司经常项目外汇管理改革试点办法 近日已下达 试点单位 外资的跨国公司 中资跨国公司 对中资跨国公司参与的条件 具有对外贸易经营权或其 他涉外经营权 并在境内拥有6家具有对外贸易经营权或 其他涉外经营权的生产型或贸易型的分公司 全资附属 子公司 以及合资 合作公司 其中的优惠条件 以利息合计或资金集合方式实行外 汇资金集中管理 实行经常项目外汇收入的集中收入 以及经常项目外汇支出和资本外汇支出的集中支付 以灵活方式进行境外外包生产或境外外包设计生产等特 殊贸易项下的外汇收支

重点推荐:打败麦肯锡(咨询公司可以看看)

重点推荐:打败麦肯锡(咨询公司可以看看)

重点推荐:打败麦肯锡(咨询公司可以看看)报告简介:在咨询领域,麦肯锡是一尊神,特别是在战略咨询方面,被认为是开山鼻祖和武林至尊。

在中国,国产的咨询公司们根本不敢与麦肯锡正面交锋,只能在其不愿接不屑接的领域争得头破血流。

连挑战麦肯锡都不敢,遑论打败?可麦肯锡真的不可战胜吗?由于工作关系,更是机缘巧合,笔者曾经和麦肯锡有过几次亲密接触。

远观近瞧麦肯锡之后,笔者真正认识了麦肯锡,也相信我们完全可以打败麦肯锡:(一)认识麦肯锡——一个模拟的咨询案例知己知彼,方能百战不殆。

下棋、打球或者辩论往往也是这样,在出招之前,往往先想想如果我是对方,会怎么做,甚至在自己内部先找个人来模拟对方。

下面,让我先假定自己就是“麦肯锡”,开始为一个找上门来的客户(当然,或许很多时候是我主动找上门去)做咨询。

我的客户一般是大型的企业集团(也只有这些集团,才付得起我按国际标准而不是中国国情收取的高昂的咨询费)。

好了,下面将开始我的咨询活动,希望那些接受过麦肯锡咨询的公司,和麦肯锡有过接触的公司,以及麦肯锡自己看看我模仿得象不象(事实上,基于我和麦肯锡的几次接触,我相信这样的模仿是很有几分神似的;我甚至幻想着将来办一个麦肯金公司,用这几招赚取沉淀淀的金子)。

一开始,在经过“深入的调查研究”,在经过“和贵公司高层人员的多轮沟通”,在“借鉴国内国际先进经验”的基础上,我会告诉你,贵公司目前组织结构中所存在的问题:(请各位企业家特别是集团的老总看看,事实上,我现在并没去贵公司调查,但我给出的这些缺点是不是在你们集团存在。

所以,不论你是什么公司,我只要一下子给你指出这么多问题,你是不是开始佩服我了。

当然了,由于我的咨询案例是保密的,你并不知道我跟其他客户说的也是这些东西,我给你的只是一张同样的图,当然了,你给我的也是同样的钱)下面,我会组织几个小组,会同你各个体系的主要负责人,对你的战略目标、组织结构、业务单元、资金计划、岗位责任、业绩考核等等进行调整。

ISO 9001-2015 QMS requirements(EN)

ISO 9001-2015 QMS requirements(EN)

© ISO 2015Quality management systems — RequirementsSystèmes de management de la qualité — ExigencesINTERNATIONAL STANDARD ISO 9001Fifth edition 2015-09-15Reference numberISO 9001:2015(E)ISO 9001:2015(E)ii© ISO 2015 – All rights reservedCOPYRIGHT PROTECTED DOCUMENT© ISO 2015, Published in Switzerland All rights reserved. Unless otherwise specified, no part of this publication may be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying, or posting on the internet or an intranet, without prior written permission. Permission can be requested from either ISO at the address below or ISO’s member body in the country of the requester.ISO copyright office Ch. de Blandonnet 8 • CP 401CH-1214 Vernier, Geneva, Switzerland Tel. +41 22 749 01 11Fax +41 22 749 09 47copyright@ ISO 9001:2015(E)Contents Page Foreword (v)Introduction (vi)1 Scope (1)2 Normative references (1)3 Terms and definitions (1)4 Context of the organization (1)4.1 Understanding the organization and its context (1)4.2 Understanding the needs and expectations of interested parties (2)4.3 Determining the scope of the quality management system (2)4.4 Quality management system and its processes (2)5 Leadership (3)5.1 Leadership and commitment (3)5.1.1 General (3)5.1.2 Customer focus (3)5.2 Policy (4)5.2.1 Establishing the quality policy (4)5.2.2 Communicating the quality policy (4)5.3 Organizational roles, responsibilities and authorities (4)6 Planning (4)6.1 Actions to address risks and opportunities (4)6.2 Quality objectives and planning to achieve them (5)6.3 Planning of changes (5)7 Support (6)7.1 Resources (6)7.1.1 General (6)7.1.2 People (6)7.1.3 Infrastructure (6)7.1.4 Environment for the operation of processes (6)7.1.5 Monitoring and measuring resources (7)7.1.6 Organizational knowledge (7)7.2 Competence (8)7.3 Awareness (8)7.4 Communication (8)7.5 Documented information (8)7.5.1 General (8)7.5.2 Creating and updating (9)7.5.3 Control of documented information (9)8 Operation (9)8.1 Operational planning and control (9)8.2 Requirements for products and services (10)8.2.1 Customer communication (10)8.2.2 Determining the requirements for products and services (10)8.2.3 Review of the requirements for products and services (10)8.2.4 Changes to requirements for products and services (11)8.3 Design and development of products and services (11)8.3.1 General (11)8.3.2 Design and development planning (11)8.3.3 Design and development inputs (11)8.3.4 Design and development controls (12)8.3.5 Design and development outputs (12)8.3.6 Design and development changes (12)© ISO 2015 – All rights reserved iiiISO 9001:2015(E)8.4 Control of externally provided processes, products and services (13)8.4.1 General (13)8.4.2 Type and extent of control (13)8.4.3 Information for external providers (13)8.5 Production and service provision (14)8.5.1 Control of production and service provision (14)8.5.2 Identification and traceability (14)8.5.3 Property belonging to customers or external providers (15)8.5.4 Preservation (15)8.5.5 Post-delivery activities (15)8.5.6 Control of changes (15)8.6 Release of products and services (15)8.7 Control of nonconforming outputs (16)9 Performance evaluation (16)9.1 Monitoring, measurement, analysis and evaluation (16)9.1.1 General (16)9.1.2 Customer satisfaction (17)9.1.3 Analysis and evaluation (17)9.2 Internal audit (17)9.3 Management review (18)9.3.1 General (18)9.3.2 Management review inputs (18)9.3.3 Management review outputs (18)10 Improvement (19)10.1 General (19)10.2 Nonconformity and corrective action (19)10.3 Continual improvement (19)Annex A (informative) Clarification of new structure, terminology and concepts (21)Annex B (informative) Other International Standards on quality management and quality management systems developed by ISO/TC 176 (25)Bibliography (28)iv© ISO 2015 – All rights reservedISO 9001:2015(E)ForewordISO (the International Organization for Standardization) is a worldwide federation of national standards bodies (ISO member bodies). The work of preparing International Standards is normally carried out through ISO technical committees. Each member body interested in a subject for which a technical committee has been established has the right to be represented on that committee. International organizations, governmental and non-governmental, in liaison with ISO, also take part in the work. ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of electrotechnical standardization.The procedures used to develop this document and those intended for its further maintenance are described in the ISO/IEC Directives, Part 1. In particular the different approval criteria needed for the different types of ISO documents should be noted. This document was drafted in accordance with the editorial rules of the ISO/IEC Directives, Part 2 (see /directives). Attention is drawn to the possibility that some of the elements of this document may be the subject of patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of any patent rights identified during the development of the document will be in the Introduction and/or on the ISO list of patent declarations received (see /patents).Any trade name used in this document is information given for the convenience of users and does not constitute an endorsement.For an explanation on the meaning of ISO specific terms and expressions related to conformity assessment, as well as information about ISO’s adherence to the World Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT) see the following URL: /iso/foreword.html. The committee responsible for this document is Technical Committee ISO/TC 176, Quality management and quality assurance, Subcommittee SC 2, Quality systems.This fifth edition cancels and replaces the fourth edition (ISO 9001:2008), which has been technically revised, through the adoption of a revised clause sequence and the adaptation of the revised quality management principles and of new concepts. It also cancels and replaces the Technical Corrigendum ISO 9001:2008/Cor.1:2009.© ISO 2015 – All rights reserved vISO 9001:2015(E)Introduction0.1 GeneralThe adoption of a quality management system is a strategic decision for an organization that can help to improve its overall performance and provide a sound basis for sustainable development initiatives. The potential benefits to an organization of implementing a quality management system based on this International Standard are:a)the ability to consistently provide products and services that meet customer and applicable statutory and regulatory requirements;b)facilitating opportunities to enhance customer satisfaction;c)addressing risks and opportunities associated with its context and objectives;d)the ability to demonstrate conformity to specified quality management system requirements. This International Standard can be used by internal and external parties.It is not the intent of this International Standard to imply the need for:— uniformity in the structure of different quality management systems;— alignment of documentation to the clause structure of this International Standard;— the use of the specific terminology of this International Standard within the organization. The quality management system requirements specified in this International Standard are complementary to requirements for products and services.This International Standard employs the process approach, which incorporates the Plan-Do-Check-Act (PDCA) cycle and risk-based thinking.The process approach enables an organization to plan its processes and their interactions. The PDCA cycle enables an organization to ensure that its processes are adequately resourced and managed, and that opportunities for improvement are determined and acted on.Risk-based thinking enables an organization to determine the factors that could cause its processes and its quality management system to deviate from the planned results, to put in place preventive controls to minimize negative effects and to make maximum use of opportunities as they arise (see Clause A.4). Consistently meeting requirements and addressing future needs and expectations poses a challenge for organizations in an increasingly dynamic and complex environment. To achieve this objective, the organization might find it necessary to adopt various forms of improvement in addition to correction and continual improvement, such as breakthrough change, innovation and re-organization.In this International Standard, the following verbal forms are used:— “shall” indicates a requirement;— “should” indicates a recommendation;— “may” indicates a permission;— “can” indicates a possibility or a capability.Information marked as “NOTE” is for guidance in understanding or clarifying the associated requirement. vi© ISO 2015 – All rights reservedISO 9001:2015(E)0.2 Quality management principlesThis International Standard is based on the quality management principles described in ISO 9000. The descriptions include a statement of each principle, a rationale of why the principle is important for the organization, some examples of benefits associated with the principle and examples of typical actions to improve the organization’s performance when applying the principle.The quality management principles are:— customer focus;— leadership;— engagement of people;— process approach;— improvement;— evidence-based decision making;— relationship management.0.3 Process approach0.3.1 GeneralThis International Standard promotes the adoption of a process approach when developing, implementing and improving the effectiveness of a quality management system, to enhance customer satisfaction by meeting customer requirements. Specific requirements considered essential to the adoption of a process approach are included in 4.4. Understanding and managing interrelated processes as a system contributes to the organization’s effectiveness and efficiency in achieving its intended results. This approach enables the organization to control the interrelationships and interdependencies among the processes of the system, so that the overall performance of the organization can be enhanced.The process approach involves the systematic definition and management of processes, and their interactions, so as to achieve the intended results in accordance with the quality policy and strategic direction of the organization. Management of the processes and the system as a whole can be achieved using the PDCA cycle (see 0.3.2) with an overall focus on risk-based thinking (see 0.3.3) aimed at taking advantage of opportunities and preventing undesirable results.The application of the process approach in a quality management system enables:a)understanding and consistency in meeting requirements;b)the consideration of processes in terms of added value;c)the achievement of effective process performance;d)improvement of processes based on evaluation of data and information.Figure 1 gives a schematic representation of any process and shows the interaction of its elements. The monitoring and measuring check points, which are necessary for control, are specific to each process and will vary depending on the related risks.© ISO 2015 – All rights reserved viiISO 9001:2015(E)Figure 1 — Schematic representation of the elements of a single process0.3.2 Plan-Do-Check-Act cycleThe PDCA applied to all processesFigure 2 illustrates how Clauses 4 to 10 can be grouped in relation to the PDCA cycle.NOTE Numbers in brackets refer to the clauses in this International Standard.Figure 2 — Representation of the structure of this International Standard in the PDCA cycle viii© ISO 2015 – All rights reservedISO 9001:2015(E) The PDCA cycle can be briefly described as follows:— Plan: establish the objectives of the system and its processes, and the resources needed to deliver results in accordance with customers’ requirements and the organization’s policies, and identify and address risks and opportunities;— Do: implement what was planned;— Check: monitor and (where applicable) measure processes and the resulting products and services against policies, objectives, requirements and planned activities, and report the results;— Act: take actions to improve performance, as necessary.0.3.3 Risk-based thinkingRisk-based thinking (see Clause A.4) is essential for achieving an effective quality management system. The concept of risk-based thinking has been implicit in previous editions of this International Standard including, for example, carrying out preventive action to eliminate potential nonconformities, analysing any nonconformities that do occur, and taking action to prevent recurrence that is appropriate for the effects of the nonconformity.To conform to the requirements of this International Standard, an organization needs to plan and implement actions to address risks and opportunities. Addressing both risks and opportunities establishes a basis for increasing the effectiveness of the quality management system, achieving improved results and preventing negative effects.Opportunities can arise as a result of a situation favourable to achieving an intended result, for example, a set of circumstances that allow the organization to attract customers, develop new products and services, reduce waste or improve productivity. Actions to address opportunities can also include consideration of associated risks. Risk is the effect of uncertainty and any such uncertainty can have positive or negative effects. A positive deviation arising from a risk can provide an opportunity, but not all positive effects of risk result in opportunities.0.4 Relationship with other management system standardsThis International Standard applies the framework developed by ISO to improve alignment among its International Standards for management systems (see Clause A.1).This International Standard enables an organization to use the process approach, coupled with the PDCA cycle and risk-based thinking, to align or integrate its quality management system with the requirements of other management system standards.This International Standard relates to ISO 9000 and ISO 9004 as follows:— ISO 9000 Quality management systems — Fundamentals and vocabulary provides essential background for the proper understanding and implementation of this International Standard;— ISO 9004 Managing for the sustained success of an organization — A quality management approach provides guidance for organizations that choose to progress beyond the requirements of this International Standard.Annex B provides details of other International Standards on quality management and quality management systems that have been developed by ISO/TC 176.This International Standard does not include requirements specific to other management systems, such as those for environmental management, occupational health and safety management, or financial management.Sector-specific quality management system standards based on the requirements of this International Standard have been developed for a number of sectors. Some of these standards specify additional quality management system requirements, while others are limited to providing guidance to the application of this International Standard within the particular sector.© ISO 2015 – All rights reserved ixISO 9001:2015(E)A matrix showing the correlation between the clauses of this edition of this International Standard and the previous edition (ISO 9001:2008) can be found on the ISO/TC 176/SC 2 open access web site at: /tc176/sc02/public.x© ISO 2015 – All rights reservedINTERNATIONAL STANDARD ISO 9001:2015(E)Quality management systems — Requirements1 ScopeThis International Standard specifies requirements for a quality management system when an organization:a)needs to demonstrate its ability to consistently provide products and services that meet customer and applicable statutory and regulatory requirements, andb)aims to enhance customer satisfaction through the effective application of the system, including processes for improvement of the system and the assurance of conformity to customer and applicable statutory and regulatory requirements.All the requirements of this International Standard are generic and are intended to be applicable to any organization, regardless of its type or size, or the products and services it provides. NOTE 1 In this International Standard, the terms “product” or “service” only apply to products and services intended for, or required by, a customer.NOTE 2 Statutory and regulatory requirements can be expressed as legal requirements.2 Normative referencesThe following documents, in whole or in part, are normatively referenced in this document and are indispensable for its application. For dated references, only the edition cited applies. For undated references, the latest edition of the referenced document (including any amendments) applies. ISO 9000:2015, Quality management systems — Fundamentals and vocabulary3 Terms and definitionsFor the purposes of this document, the terms and definitions given in ISO 9000:2015 apply.4 Context of the organization4.1 Understanding the organization and its contextThe organization shall determine external and internal issues that are relevant to its purpose and its strategic direction and that affect its ability to achieve the intended result(s) of its quality management system.The organization shall monitor and review information about these external and internal issues. NOTE 1 Issues can include positive and negative factors or conditions for consideration. NOTE 2 Understanding the external context can be facilitated by considering issues arising from legal, technological, competitive, market, cultural, social and economic environments, whether international, national, regional or local.NOTE 3 Understanding the internal context can be facilitated by considering issues related to values, culture, knowledge and performance of the organization.© ISO 2015 – All rights reserved 1ISO 9001:2015(E)4.2 Understanding the needs and expectations of interested partiesDue to their effect or potential effect on the organization’s ability to consistently provide products and services that meet customer and applicable statutory and regulatory requirements, the organization shall determine:a)the interested parties that are relevant to the quality management system;b)the requirements of these interested parties that are relevant to the quality management system. The organization shall monitor and review information about these interested parties and their relevant requirements.4.3 Determining the scope of the quality management systemThe organization shall determine the boundaries and applicability of the quality management system to establish its scope.When determining this scope, the organization shall consider:a)the external and internal issues referred to in 4.1;b)the requirements of relevant interested parties referred to in 4.2;c)the products and services of the organization.The organization shall apply all the requirements of this International Standard if they are applicable within the determined scope of its quality management system.The scope of the organization’s quality management system shall be available and be maintained as documented information. The scope shall state the types of products and services covered, and provide justification for any requirement of this International Standard that the organization determines is not applicable to the scope of its quality management system.Conformity to this International Standard may only be claimed if the requirements determined as not being applicable do not affect the organization’s ability or responsibility to ensure the conformity of its products and services and the enhancement of customer satisfaction.4.4 Quality management system and its processes4.4.1 The organization shall establish, implement, maintain and continually improve a quality management system, including the processes needed and their interactions, in accordance with the requirements of this International Standard.The organization shall determine the processes needed for the quality management system and their application throughout the organization, and shall:a)determine the inputs required and the outputs expected from these processes;b)determine the sequence and interaction of these processes;c)determine and apply the criteria and methods (including monitoring, measurements and related performance indicators) needed to ensure the effective operation and control of these processes;d)determine the resources needed for these processes and ensure their availability;e)assign the responsibilities and authorities for these processes;f)address the risks and opportunities as determined in accordance with the requirements of 6.1;g)evaluate these processes and implement any changes needed to ensure that these processes achieve their intended results;2 © ISO 2015 – All rights reservedISO 9001:2015(E)h)improve the processes and the quality management system.4.4.2 To the extent necessary, the organization shall:a)maintain documented information to support the operation of its processes;b)retain documented information to have confidence that the processes are being carried out as planned.5 Leadership5.1 Leadership and commitment5.1.1 GeneralTop management shall demonstrate leadership and commitment with respect to the quality management system by:a)taking accountability for the effectiveness of the quality management system;b)ensuring that the quality policy and quality objectives are established for the quality management system and are compatible with the context and strategic direction of the organization; c)ensuring the integration of the quality management system requirements into the organization’s business processes;d)promoting the use of the process approach and risk-based thinking;e)ensuring that the resources needed for the quality management system are available;f)communicating the importance of effective quality management and of conforming to the quality management system requirements;g)ensuring that the quality management system achieves its intended results;h)engaging, directing and supporting persons to contribute to the effectiveness of the quality management system;i)promoting improvement;j)supporting other relevant management roles to demonstrate their leadership as it applies to their areas of responsibility.NOTE Reference to “business” in this International Standard can be interpreted broadly to mean those activities that are core to the purposes of the organization’s existence, whether the organization is public, private, for profit or not for profit.5.1.2 Customer focusTop management shall demonstrate leadership and commitment with respect to customer focus by ensuring that:a)customer and applicable statutory and regulatory requirements are determined, understood and consistently met;b)the risks and opportunities that can affect conformity of products and services and the ability to enhance customer satisfaction are determined and addressed;c)the focus on enhancing customer satisfaction is maintained.© ISO 2015 – All rights reserved 3ISO 9001:2015(E)5.2 Policy5.2.1 Establishing the quality policyTop management shall establish, implement and maintain a quality policy that:a)is appropriate to the purpose and context of the organization and supports its strategic direction;b)provides a framework for setting quality objectives;c)includes a commitment to satisfy applicable requirements;d)includes a commitment to continual improvement of the quality management system.5.2.2 Communicating the quality policyThe quality policy shall:a)be available and be maintained as documented information;b)be communicated, understood and applied within the organization;c)be available to relevant interested parties, as appropriate.5.3 Organizational roles, responsibilities and authoritiesTop management shall ensure that the responsibilities and authorities for relevant roles are assigned, communicated and understood within the organization.Top management shall assign the responsibility and authority for:a)ensuring that the quality management system conforms to the requirements of this International Standard;b)ensuring that the processes are delivering their intended outputs;c)reporting on the performance of the quality management system and on opportunities for improvement (see 10.1), in particular to top management;d)ensuring the promotion of customer focus throughout the organization;e)ensuring that the integrity of the quality management system is maintained when changes to the quality management system are planned and implemented.6 Planning6.1 Actions to address risks and opportunities6.1.1 When planning for the quality management system, the organization shall consider the issues referred to in 4.1 and the requirements referred to in 4.2 and determine the risks and opportunities that need to be addressed to:a)give assurance that the quality management system can achieve its intended result(s);b)enhance desirable effects;c)prevent, or reduce, undesired effects;d)achieve improvement.4 © ISO 2015 – All rights reservedISO 9001:2015(E)6.1.2 The organization shall plan:a)actions to address these risks and opportunities;b)how to:1)integrate and implement the actions into its quality management system processes (see 4.4);2)evaluate the effectiveness of these actions.Actions taken to address risks and opportunities shall be proportionate to the potential impact on the conformity of products and services.NOTE 1 Options to address risks can include avoiding risk, taking risk in order to pursue an opportunity, eliminating the risk source, changing the likelihood or consequences, sharing the risk, or retaining risk by informed decision.NOTE 2 Opportunities can lead to the adoption of new practices, launching new products, opening new markets, addressing new customers, building partnerships, using new technology and other desirable and viable possibilities to address the organization’s or its customers’ needs.6.2 Quality objectives and planning to achieve them6.2.1 The organization shall establish quality objectives at relevant functions, levels and processes needed for the quality management system.The quality objectives shall:a)be consistent with the quality policy;b)be measurable;c)take into account applicable requirements;d)be relevant to conformity of products and services and to enhancement of customer satisfaction;e)be monitored;f)be communicated;g)be updated as appropriate.The organization shall maintain documented information on the quality objectives.6.2.2 When planning how to achieve its quality objectives, the organization shall determine:a)what will be done;b)what resources will be required;c)who will be responsible;d)when it will be completed;e)how the results will be evaluated.6.3 Planning of changesWhen the organization determines the need for changes to the quality management system, the changes shall be carried out in a planned manner (see 4.4).© ISO 2015 – All rights reserved 5。

潘望博VS吴亦兵 麦肯锡缝合“矛盾”

潘望博VS吴亦兵  麦肯锡缝合“矛盾”

潘望博VS吴亦兵麦肯锡缝合“矛盾”
苏小和;赵亮
【期刊名称】《英才》
【年(卷),期】2002(000)007
【摘要】关于咨询业,你无法忽略被视为市场领袖的麦肯锡公司。

所谓的"麦肯锡兵败实达"惊曝后,这间全球最有权威性的咨询公司在中国受到了空前的质疑。

甚至有人说,麦肯锡几乎是在利用中国对管理技术的需求心理,对中国市场进行着掠夺性的
开发。

进入2002年,有关麦肯锡的抨击性文字愈演愈烈。

在本土化的旗帜下,人们
痛说"洋咨询的水土不服。

"更为重要的是,很多言辞激烈的批评忽视了麦肯锡的主体,也就是麦肯锡人才本身,忽视了转型、过渡、整合等等这些基本的现代经济学范畴。

这是理性的讨伐,抑或一种过激的民族主义情绪的宣泄?"麦肯锡现象"究竟是一种什么现象?它所反映出来的最深层次的问题又是什么?麦肯锡北京公司总经理潘望博、麦肯锡全球董事吴亦兵接受本刊记者独家专访、倾吐咨询业市场领袖人本体验。

【总页数】8页(P24-31)
【作者】苏小和;赵亮
【作者单位】
【正文语种】中文
【中图分类】K815.3
【相关文献】
1.亦民亦兵展风采——讲述一群“兵”的故事 [J], 周国毅;牛传综
2.麦肯锡:让知识100%立方专访麦肯锡北京分公司董事总经理吴亦兵 [J], 刘宏君;王缨
3.吴亦兵制胜之道 [J], 左勤程;胡小璐(摄影)
4.应对转型——专访麦肯锡北京分公司总经理潘望博(Tony Perkins) [J], 曹海丽
5.吴亦兵:被两次热处理 [J],
因版权原因,仅展示原文概要,查看原文内容请购买。

市场推广

市场推广

市场推广市场推广专员目录市场推广专员市场推广方案市场推广专员面试市场推广专员工作职责1. 制定年度,季度的市场计划,包括产品推广策略,品牌建设策略,具体行动方案和预算,并负责在公司范围内贯彻市场计划,负责组织,指导区域市场人员制定和细化本区域的市场执行计划,并负责组织和监督和评估实施。

2. 负责制定新产品上市计划,包括确认产品定位,开发产品利益点,并通过有效使用市场传播工具如POP,促销,广告,公关活动等传递产品上市信息和产品利益点,负责协调新产品上市相关的经销商进货,铺市工作,同时负责计划和实施新产品上市促销,培训和分析工作。

3. 根据品牌建设策略和计划,与广告公司合作,创意和发展品牌,产品广告,并负责有效投放,负责创意和制作与品牌,产品和促销相关的POP 等销售工具,同时负责其他销售工具如陈列专柜的设计,制作。

4. 负责计划,实施和评估消费者促销,渠道促销以及其他形式的品牌促销,以提高销售量和品牌认知。

通过有效创意和组织与其他品牌或公司的联合促销,达到提高品牌影响力和销售达成的目的。

5. 根据零售数据报告,第三方跟踪报告,以及其他市场信息,进行针对市场竞争的分析,发现市场机会,提出以提高市场竞争力为目的的有关产品开发,销售拓展,价格以及推广的行动建议. 并负责组织公司内部的讨论和推进行动方案的实施。

6. 负责各种市场投入,如广告,专柜的审批和实施。

负责预算的监控和调整。

7. 管理市场团队,并对市场部成员和相关部门的员工进行市场培训和指导。

负责评估和激励团队成员的工作。

要求须有品牌管理经验(Brand Marketing), 或具备全国性渠道市场,市场运作(Trade Marketing ,Field Marketing or Marketing Operation)经验。

高度自我激励,并具备成功管理和领导团队经验。

优秀的沟通能力,能够和公司内部其他同事有效协调,沟通。

优秀的数据分析能力,能发现问题,解决问题富有活力和激情,为人开朗热情。

鲁冠球对话奥巴马

鲁冠球对话奥巴马

因其良好的经营业绩 和社会 贡献, 向美国公 万
司与美国花旗银行和美林公司等建立了良好的信
贷关 系。 倪频 曾受 到美 国前总统 克 林 顿等 政要 的 接见 和宴请。 万向美 国公 司对美 国经 济的贡献 , 以及像 万向

外上市公 司的第一案 。
2 0 在 0 3
万向g3. 的股权 成 为美国一 家“ Z3 % 5 百年老店”
“ 同样 的产 品, 在美 国生 产 和在 国 内生 产 对 比, 确实是国内成 本要 低一些。 鲁冠球 坦言。 ” 在接 受媒 体采访 时, 频也 直 言, 向在美 国获 得的成 倪 万
地, 拥有自 营进 出口权, 鲁冠球开始大批派人 出国考察学习 培训
功 , 因为它 能够 整 合巾美制造 业优 势, 是 并从中美
去” 的步 伐。
纵横捭阖美国市场
1 8 , 锦涛主 席到达 华 盛顿 当天 , 月] 1 胡 3 中美 新
能源论 坛也 美国举行 。
论坛 现场 的签 约仪式 上, 万向集团下属子公司
公司 、 高盛 集 团 、 摩托 罗托 、 西屋 电气 公司 、 贝斯 赛
公 司、 通用 电气 、 可口可乐公 司 。 等
这5 , 冠球 很 充 实 , 天 鲁 很 : 碌。 在华 盛 顿 , 走进 白宫 , 为中国被 邀请 的4 他 作 家 企 业之一, 与关 总 统 奥巴马进行 了面对 面对 话。 在芝 加哥, 向美 同公 司是 国家主席 胡锦 涛此 次美 万
罔行 到访的中资企业 。
对话奥巴马: 希望大环境 更和谐
2 0 钲 0 7
并 购 全 球 最 大 的 传 动 系统 零 件 制 造 商
DAN A :

AFC解读

AFC解读

AFC行业解读目录AFC行业解读 (1)导言 (3)AFC历史 (3)AFC的发展 (4)炒作要素 (4)市场转变 (5)发展规划 (5)市场份额 (7)行业规范 (7)市场衰退 (9)AFC名词解释 (10)系统名词 (10)设备名词 (10)票据名词 (10)其他 (11)AFC设备组成 (11)自动售票机TVM (11)自动检票机AG (14)半自动(票房)售票机BOM (18)查询机TCM\AQM (19)AFC系统: (20)AFC架构 (20)票制与票据介质(轨道交通) (21)AFC行业环境 (23)国内现状 (23)市场竞争 (24)市场前景 (25)行业厂家 (27)系统集成商 (28)终端设备供应商 (29)潜在厂商 (30)竞标分析 (30)AFC成本 (33)技术竞争 (34)AFC的清算:ACC (38)国内主要城市的清分系统概况 (39)目前清分工作中的主要问题 (40)备注 (41)导言在开始这篇文章之前,有以下几点需要阐述:1.我本人于2005从事AFC行业,2009-2010两年时间暂离此行业,其间恰逢轨道交通的蓬勃发展,错失很多学习的机会。

对于2009-2010阶段的AFC发展情况,均为收集资料非亲身经历。

2.这篇文章的资料收集大部分来源于北方(以长江为界)的AFC同行,少量来自南方(上海、广州、南京),出于对他们的尊重和保护,不会标出资料的具体来源。

3.文章的结构上,我思考了很久,我想不仅限于从市场的角度出发,而是以纵向深入的态度来探讨关于AFC,乃至设备硬件制造商在今后5年内的生存环境、企业发展等方面提出我自己的意见和看法。

4.AFC行业具有很强烈的地域特性与团队特征,并非是某个单独的sales和R&D人员就能挑大梁的项目,它需求企业的各个部门的通力配合,才有可能完成某一个简单的项目。

5.以我个人来到兆维的这段时间来看,我们在AFC领域仍然处于起步阶段,因此我想以本文为契机,以一个非研发人员的角度对afc行业进行浅度技术层面的描述,为市场部同仁做AFC行业知识的普及。

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见,TONY——访前麦肯锡公司资深董事潘望博经济观察报,2003年6月30日经济观察报:8年前,您和同事一起把麦肯锡带到中国,并参与创建了这个团队。

我想请您简单回顾一下8年来,麦肯锡在中国发展的历程。

潘望博:麦肯锡在中国的发展历程大致可以分为三个阶段,第一阶段大约是从1995到1998年。

这一阶段我们主要是为跨国公司提供咨询服务,本土客户很少。

其中又以民营企业为主,因为那时管理咨询业还未广为人知,没有引起国有企业的注意。

我们从为跨国公司、合资企业和这些民营企业提供服务的过程中积累了一些经验,学会了如何与中国的企业合作。

1999至2000年,是麦肯锡在中国事业腾飞的阶段,主要得益于大量国有企业的上市。

那时麦肯锡大中华区约90%的企业都与中国的国有企业有关,与跨国企业相关的业务只占很小比例。

第三阶段从2001年开始至今,可以称之为改善绩效的阶段,这一阶段,我们为国内企业服务的业务占70%,跨国公司业务占30%,业务内容更多的是帮助客户改善运营。

经济观察报:我这里有一个关于麦肯锡客户的数据,说中国国内排名前50-60位的企业都是麦肯锡的客户。

而在北京,排名前25位的企业中至少有15家是麦肯锡的客户。

如果这些数字属实的话,说明麦肯锡被认可的程度是相当高的。

您能否介绍一下,8年中,麦肯锡在中国的客户和项目数量是多少行业分布状况如何这些数字能够说明哪些问题潘望博:首先您所说的数字比较接近实际状况。

重要的是过去几年中麦肯锡不仅不断地开发新客户,同时也为已有客户提供更深入的服务。

就项目数量而言,8年中我们进行了400多个项目,其中约30%来自电信和高科技领域,包括国内电信运营商等。

可以说,麦肯锡是为中国高科技领域提供咨询服务的主要公司。

另外还有30%是为金融机构服务,其中,主要是保险、证券和银行业。

其实,在全球范围内,银行业是麦肯锡的主要领域,而在中国还处于起步阶段。

其它15%来自汽车零件装配行业。

10-15%主要在零售和消费品领域,10%集中在医药、医疗设备领域,最后的10%来自其它多个行业,如能源、钢铁、航空等。

相对于项目总数,我们更看重的是为同一客户,即“回头客“所提供的服务的数量。

对很多中国客户,麦肯锡在几年中为同一客户提供的项目数多达5-15个。

这些数字很重要,因为它体现了麦肯锡服务的价值,证明我们的确帮助客户提高了效益,也说明客户以我们的信任和认可。

经济观察报:人们都说麦肯锡是管理咨询的多面手,那么,在过去8年中,中国企业在寻求咨询服务方面,是否有一种趋势性的变化比如某个时期,中国企业大部分遇到这样的问题,在另一个时期,由于时代的变化,提出了另一类的问题。

潘望博:你讲得很对。

一开始我们帮助客户做的工作多是组织结构的改善,比如帮助客户设计组织架构、关键业绩指标、管理流程,以帮助他们提高运营效率。

总的来说,我们在中国的项目基本上都涉及到组织架构,但大规模的组织架构重组和设计出现在1999到2001年期间。

2000年到2001年,我们所提供的战略咨询服务主要是宏观方面的,帮助企业选择发展方向,因为当时发现许多国企大多涉足很多行业,比如20到30个行业。

我们的工作主要帮助他们收缩战线,集中资源。

这里面涉及到战略咨询的各个层面,从公司战略、业务单元战略到产品战略、市场战略。

2001年以后,我们更多地协助企业改善业绩,这可以分成三个层面,一是产品战略,主要是帮助企业选择产品,并确定产品的特性、价格等;二是市场战备,主要是帮助企业确定品牌、渠道等方面的安排;三是改善运营效益,比如帮助钢铁企业改善产品流,帮助汽车企业改善生产,帮助电信公司提高网络运营效益。

可以看出,经过这三个阶段的转变,我们为国内客户提供的咨询服务与为国际企业提供的服务已经非常接近了。

我们的服务并不完全是宏观的组织架构的改善,而是更加注意细节上的、运营方面的改善。

经济观察报:麦肯锡既服务于国际企业,也服务于中国企业。

从方法论的角度看,麦肯锡在服务于国际企业和中国企业间是否有所不同,方法是否要做一些变通潘望博:我们发现麦肯锡在国际上通用的一些方法,大都适用于中国。

不同的是国外客户更加喜欢概念性、框架性的东西,能引导他们去思考,去找到出路。

相比之下,中国客户更加注重实用的,能够在实践中马上用到的东西,比如他们希望了解国际上一些先进的做法,某个企业是如何做的,有什么样的成果等等,这样他们能够学以致用。

总而言之,中国企业更加务实,跨国企业更重视理论。

经济观察报:接下来是一个小问题,在帮助中国企业时,您有没有遇到特别的难题是哪方面的难题潘望博:有。

最大的挑战是在1998年、1999年,当时有一、两个不是很成功的项目,从那以后,基本上就没有难题了。

这实际上是一个学习的过程,我们在学习如何跟中国客户合作。

其中有些挑战的原因是多方面的,第一是客户对自己、对我们的期望不是很明确,比如我们在建议书中都会对项目的成果和客户所需要的东西描述得很清楚,但实际在项目过程中,会发现客户对自己要什么并不是很清楚。

这个问题不是客户单方面的,也有麦肯锡的原因,我们也不是特别了解他们的想法,因为当时我们主要服务于国际企业,刚刚开始跟随国内企业合作,所以对其管理层还需要一个认识的过程;第二个挑战是客户内部内部给予的支持不够。

我们在做项目时,要求客户方安排一个专职的项目小组,与麦肯锡的小组一起工作,只有这样,我们才能找到最好的解决方案。

但实际工作中,客户所安排的小组,可能不是由最合适的人组成的,所以最后得出的结论或方法要么不适用,要么得不到内部的认可,导致最终结果不尽人意;第三个是因地制宜,找到适用于中国的方法。

因为中国的文化与别国的文化是不同的,中国企业在沟通、运营方面的方式也是不同的,所以我们在为中国企业做建议案时,需要多考虑如何让步些方案得到认可,并在企业内有效实施。

经过不断的学习和经验总结,现在的情况非常不错,与客户合作非常成功。

中国企业的比较优势经济观察报:我还是想回到中国企业这个话题,因为我们的读者大多来自中国企业经营管理层。

与国际大型企业相比,你感觉到中国企业的经营管理有什么特点我们有哪些不足与国际水平有什么样的差距潘望博:我想先谈谈中国企业与跨国企业相比的优势。

首先,中国企业进取心更强,更愿承担风险。

比如,现在如果有一个机会,中国企业会不失时机地抓住机会,而国际企业可能需要内部长时间的讨论,才能安排资金做这件事。

二是中国企业的实施能力强。

举个例子,一家有3万人的企业请麦肯锡提供咨询服务,在他们接受了麦肯锡的方案后,很快就在3万名员工中推广实施,这说明中国企业在沟通、实施方面的能力非常强。

经济观察报:您刚才谈到中国企业的第一个优势,善于抓住机会,这里面的主要原因,是不是因为中国企业不像国际公司那么多条条框框,因而比较灵活潘望博:这正是我接下来讲的中国企业的不利因素,或者说弱点。

中国企业的第一个弱点是缺乏监控。

比如有个客户花了很多钱,做了许多没有意义的事情,这说明其监控方面存在问题。

刚才讲到的第一个优点,从另一方面看,也就是缺少监控。

如何保持灵活性,同时又要保持适度的监控,中国企业应该在两者之间寻求一种微妙的平衡;第二个缺点是前瞻能力不够,对一些长远机会把握不好。

这与第二个优点有关,中国企业重日常实施,更多地着眼于日常的运营管理,但很少去想三年以后的机会。

通过这几年在中国的工作,我认为中国最优秀的企业与国际上优秀的可以有一比,说得再远或再高一点,加上强的实施能力,可以超过国际优秀企业。

另外,与跨国公司相比,中国企业更加了解消费者,所以他们的营销方案、产品方案也更加适合中国消费者。

但另一方面,这也意味着一个挑战,如果中国企业要走向世界的话,仅仅了解中国消费者还不够,还要了解全球消费者。

与商业用户相比,了解全球消费者更加困难。

所以对中国企业来说,服务全球消费者要比服务商务用户的难度更大一些。

经济观察报:能不能具体谈谈过去8年来,中国企业在运营管理方面有哪些提高和改善您刚才提到,麦肯锡在中国的服务经历了不同的阶段,在这个过程中,麦肯锡的客户群——代表着中国最好的企业群体——取得了哪些进步,是否更加接近了国际上最优秀的企业潘望博:中国企业一直在改善自己。

如果回溯20年,我们可以发现中国企业提高的速度是非常快的,与跨国公司之间的差距显着缩小。

首先,在集中化方面有进步。

1997年,我们为第一个中国客户服务时,发现这家公司因为有很多子公司CEO对自己公司的情况了解很少,透明度很低。

那么怎么提高透明度呢他们首先减少子公司的数量,整合并减少公司内的层级,同时,还减少了法人实体的数量。

在这个基础上,加强了流程的管理,比如月度业绩考核、规划等,同时也引进了财务信息管理系统等等。

这样就提高了信息方面的透明度,比如原来每个季度手工做报表,现在可以每月甚至每天都可以提供更精确的数据。

其次,开始重视对业绩的考量。

还是以同一个客户举例,原来的业绩考核指标都是不对或者不合适的。

但是近年来,可以看到很多企业都引入了严格的业绩考核体系,指标也更加精确,符合现代管理的特征。

国际企业会采用一些定性的目标,来对技能等进行定性的考量。

这涉及到人的因素,可能比较敏感,国内企业还不是很愿意采用这些方法。

第三个变化是竞争意识。

中国企业现在越来越关心竞争对手,并了解他们在做什么。

在深入了解竞争对手的基础上,中国企业的管理层能够更好地进行决策。

第四个变化是管理层的素质越来越高。

中国企业现在能够为更多的年轻有为的人才提供机会,共同发展。

过去5、6年来,我们看到客户的培训体系得到很大的改善。

从而能够培养人才、发现人才。

同时,很多客户都积极采用了轮岗制度,比如地区间的轮换等。

这方面已经有很大进步,但与国际企业相比,还有一些差距。

中外企业之间的差距正在急剧缩小,这是总体而言。

我认为,中国最好的企业可能要比某些跨国企业更优秀一些。

经济观察报:我想:除了在实践中学习提高外,至少还有两个因素在促进管理层素质的提高。

现在很多经营管理者都在有意识地加强理论素养,甚至自费参加MBA或EMBA的培训。

另外,越来越多的人才从跨国公司流向本土企业,海外学成归国的人才也越来越多,他们带来了先进的管理思想。

潘望博:我同意。

咨询业充斥谎言家经济观察报:两年前,在中国加入WTO之前的一次主题研讨会上,您谈到中国本土的管理咨询业的发展势头越来越迅猛,但问题也很多。

当时您提到,咨询业更多的是一种时尚的程式化的工作,很少有人从事业的角度认识其重要性,不正规、不专业的现象比较普遍。

那么这两年来,这种情况有没有改善您能不能评价一下中国的咨询业,并提一些建议。

潘望博:我想中国国内咨询业的状况不但没有改善,甚至某些方面更坏了。

因为在过去的工作中,新公司越来越多,既有国内的,也有国外的。

我听我们的客户说,他们与这些咨询公司合作的经历都不是很愉快,对咨询人员队伍印象不是很好,甚至有人称他们为谎言家,因为他们做不到自己所说的。

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