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   这是一篇转贴,转自Working On My Business: You BecomeWhat You Think About! by Lynn B.Keefer
 
    Theresan irony in business. We tend to become what we think about. Itsalso true in life!

At the MoldMaking 2000 conference in Cleveland in March,I had the privilege of leading two of the conference seminars:Strategic Thinking - The Core Competency For Success and amini-seminar: Home Field Advantage - How to Create the Rules ofCompetition in Your Market. Both subjects have a lot to do withperspective. Both have everything to do with attitude andleadership.

In business we refer to strategic thinking as a disciplined,learned process of putting a proactive strategic plan into dailypractice by all stakeholders. Within an organization - you knowthat thing we define as a group of people working together toachieve a common goal - it is at the heart of the profitabilityequation. Remember, employees create profit. For managers, itdetermines the stress level associated with their daily mentalgymnastics. In marketing, it is the core competency that willgenerate revenue. (Your customers profit dollars!)

Show me a company that does NOT embody strategic thinking as acore competency and Ill show you a company where there is no trueorganization - only a bunch of people who show up for a job at thesame location each day, complain about all the things that arentright, and blame anybody or anything that moves for their lot inlife.

On the other hand, those companies that define their directionwith vision, have defined a clear-cut path for success and haveincluded the workforce as partners in the journey will undoubtedlyshow growth in the top and bottom line, see the workforce embrace acommon sense of urgency and personal pride in their work, andoverall the company will out-perform their industry peers by atleast three to one. Its about leadership, vision andrelationships.

One CEO described the impact of strategic thinking on theorganization this way:
"My people always seem to be in a hurry wherever they are going!They will, however, stop and talk with people along the way. We seea lot of smiling at our place - not a sneer or ho ho ho type ofsmile but instead more like their lips are frozen in an upturnedposition. Theres a positive energy.

"The managers tell me that conflict does happen, but we nolonger have the gossip, cynicism and tattletale mentality. Thepeople work out their problems and conflicts because they want tomove on to other things. Its as if they are working on a differentlevel - all of them entrepreneurs.

"They seem to be as excited about achieving our goals as I amcommitted to meeting them. The profits and revenue show thattheyre doing something. I have a hard time keeping out in front ofthem as their leader. Its great! Business is great!"

What are the essential ingredients for strategic thinking?First, one must start with a game plan. Basically there are sixelements to planning (see Figure 1).

Determine where you want to be at some time in the future. Thinkabout, envision and focus on future success - You must have adream to make a dream come true!

Envision the difference that it will make to you and to theother stakeholders (managers, customers, suppliers, owners and thecommunity).

1. Determine where you are now. Constantly analyze your present(critically/honestly).

2. Determine what can possibly stop you (obstacles and risks)from attaining the visionary state of being.

3. Define/redefine and evaluate the road map to the dream!

4. Decide if its worth the journey.

Note, this last part of the planning process must be evaluatedfrom the stakeholders perspective - remember the WIIFMsyndrome (Whats In It For Me?).

As you take this journey, share the vision, seek input fromstakeholders, create excitement and enthusiasm for the objectives,and give all of the stakeholders the knowledge that they need tohelp you reach the goal.

This is only the beginning. At this point all that you have is aplan. Now the tough part! Leadership! There are all sorts ofcliches about leadership but two are gospel - Inspire toAspire! and Walk the Talk! When done well, you haveBuy-in. When done poorly, you have: "Its just anotherprogram!" As you perpetuate the dream, you need to constantlydisplay a can-do attitude with forward thinking.

If you want to expedite the process of reaching the goal,implement a time-based strategy. Weve talked about this inprevious articles.

The strategic thinking process that I just described seems tofocus a lot on internal operations more so than the external world.In actual fact, the process for generating revenue is exactly thesame. Its all about relationships and elevating the value equationbeyond the ordinary. Its true for creating buy-in inside theorganization and its true for creating a buying environmentwithin the customer community.

In marketing, we develop mini-visions called Customer ActionObjectives and Market Action Objectives. These support the overallorganizational vision. The value equations for customers musttranscend the pedestrian mindset (i.e., quality, delivery and priceare evaluation criteria) and set a new standard of thinking for thecustomer. To do this we need to under-stand how the customersdecision-makers think when making a purchase decision. This iscalled psychographics. Learn this process and then structure thevalue equation to play within those thinking processes. ItsCustomer WIIFM!

Marketing is defined as knowing what the customer wantsand needs and then making sure that you have it. Sales is makingsure that the customer obtains (i.e., purchases) it from you.Neither of these should be confused with order taking.Marketing is the relationship process - strategic thinking withinthe external environment. One way to know whether this is beingapplied within your own organization is to review the capture rateon quotes over a given period of time. If you win 65 to 75 percentor more of everything that you quote, your team is practicingstrategic marketing. If not, theyre wasting time - ordertakers!

Both of these issues - strategic thinking and marketing - appearto be areas where a lot of shops have some difficulty. These trulyare topics that fall into the category of Working on MyBusiness. So be careful what you think about. You may just getyour wish!

Implementing a strategic focus at every level within anorganization is challenging and may seem somewhat elusive for many.In my own personal experience with my company and with my clients,I found that the journey is well worth the hard work. Whats beenyour experience?

   早上看了一会儿 Think and growrich中文译名:思想和财富成长,多数人的翻译还会再后面加上个圣经.这是一本NapoleonHill写的关于成功学的书.想起来了一句话,YOU BECOME WHATYOU THINKABOUT.也就是思想决定意识的意思.打开GOOGLE搜索这句话的时候,发现了这篇文章.由于它没有RSS地址,导入不到GOOGLEREADER(DinealS GOOGEL readershared),于是便给贴到了这来.

  这篇文章主要写的是商业上的应用.看起来好像发生在七年前的事情.但还很适用.那个图表写了一个商业上的游戏规则,规划了六个基本要素.(翻译不是特别精准.只能免强理解大意)

1,你想要做的是什么.

2,哪些人能改变你现有的状况?  团体组织,个人,专家.

3,你现在的起始点在哪.

4,这个项目的障碍和风险是什么.

5,我们做什么才能达到目标

6这件事值得你去做吗(这个是最重要的,非常值得去考虑.)

 

漫画版点击可看大图