导图社区 ACCA SBL 重点思维导图
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编辑于2021-01-31 20:03:03《吃掉那只青蛙》通过易懂的比喻和大量实际案例,为读者描绘了一张清晰的时间管理与自我调控路线图。这是一本非常实用的成功学著作,让人受益匪浅。坚持每天完成一小步,持续进步,我们就能取得最后的胜利,享受成功的喜悦。这是一本激励人心的正能量读物。
《波士顿咨询工作法》是日本管理学专家内田和成所著,向读者介绍了波士顿咨询公司独特而高效的工作方法。这本书深入浅出地剖析了波士顿咨询公司如何通过“分解法”、“事实调查法”和“目的导向法”等方法,在复杂的商业顾问领域保持卓越的市场地位。内田和成先生融汇中西方管理思想,探讨怎样运用这些先进方法提高工作效率、分析复杂问题、制定有效决策。这本书为商界人士提供了宝贵的解决问题思路,也为所有的职场工作者提升自身管理能力提供了科学指导。
这份详细的“蓝海战略”思维导图为你提供了深入理解和应用蓝海战略的全方位视角。首先,它定义了蓝海战略,并明确区分了蓝海战略和红海战略的本质区别。接着,该导图指导你如何步步深入地制定并执行蓝海战略,包括如何构建战略画布,寻找蓝海,并且执行这一策略。为了更具操作性,它还列举了“四个关键动作框架”,旨在启发你如何在实践中具体应用蓝海战略,包括创新、消除、减少和提升四个方向。最后,导图通过列举几个著名的成功案例,如“太阳马戏团”、“瑞士瑞银”和“苹果公司”,使得理论知识更有生动感,更便于理解和学习。这份思维导图希望能够帮助刚步入职场的你,深入理解并巧妙运用蓝海战略,开启你的职业生涯新篇章。
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《吃掉那只青蛙》通过易懂的比喻和大量实际案例,为读者描绘了一张清晰的时间管理与自我调控路线图。这是一本非常实用的成功学著作,让人受益匪浅。坚持每天完成一小步,持续进步,我们就能取得最后的胜利,享受成功的喜悦。这是一本激励人心的正能量读物。
《波士顿咨询工作法》是日本管理学专家内田和成所著,向读者介绍了波士顿咨询公司独特而高效的工作方法。这本书深入浅出地剖析了波士顿咨询公司如何通过“分解法”、“事实调查法”和“目的导向法”等方法,在复杂的商业顾问领域保持卓越的市场地位。内田和成先生融汇中西方管理思想,探讨怎样运用这些先进方法提高工作效率、分析复杂问题、制定有效决策。这本书为商界人士提供了宝贵的解决问题思路,也为所有的职场工作者提升自身管理能力提供了科学指导。
这份详细的“蓝海战略”思维导图为你提供了深入理解和应用蓝海战略的全方位视角。首先,它定义了蓝海战略,并明确区分了蓝海战略和红海战略的本质区别。接着,该导图指导你如何步步深入地制定并执行蓝海战略,包括如何构建战略画布,寻找蓝海,并且执行这一策略。为了更具操作性,它还列举了“四个关键动作框架”,旨在启发你如何在实践中具体应用蓝海战略,包括创新、消除、减少和提升四个方向。最后,导图通过列举几个著名的成功案例,如“太阳马戏团”、“瑞士瑞银”和“苹果公司”,使得理论知识更有生动感,更便于理解和学习。这份思维导图希望能够帮助刚步入职场的你,深入理解并巧妙运用蓝海战略,开启你的职业生涯新篇章。
ACCA SBL
Goal
future oriented
spot trend
Traits
intellectual ability
interpersonality
emotional sustainability
ability to admit error
Risks
Risk management
1. identify responsibility
risk manager
risk committee
2. risk appetite
3. identify risks
What to
Strategic risk
Operational risk
How to
SWOT
PESTEL
Other assessements
Who to
Director
Senior leaders
4. assess risk
probability
impact
5. risk response
TARA
Transfer
Accept
Reduce
Avoid
6. monitor
Internal control
Internal audit
Failure of IC
Objective
Make sure corporate objective can be achieved
Roles and responsibility
Board => maintain IC system
Directors => implement IC system
Control elements
Control environment
Risk assessment
Control activities
Info and communication
Monitoring
Handle IC Q
1. understand weakness
2. consequenses
3. stakeholders
4. recommendation
Strategy
Culture
Cultural web
Stories
Ritual & routine
Power structure
Symbols
Organizational structure
Control system
Paradigm
Environment
PESTEL
Policital
Economic
Technological
Ecological
Legal
National environment (Porter's diamond)
Factor condition
Related and supporting industry
Demand condition
Firm strategy, structure and rivalry
Industry (Porter's 5 forces)
New entry
Supplier
Rivalry
Buyer
Substitutes
CSR
Corporate citizen
Strategic management process (Johnson et al's 2017)
Elements
Strategic position
Strategic choice
Strategic implemtation
Interlinked
Leadership style
Transactional leadership
Focus on system and control
Not efficient to achieve strategic success
Transformational leadership
Change to organisation's culture, mindset or value
Strategic choice
Competitive advantage
1. cost leadership
2. differenciation
3. focus
cost focus
differentiation focus
Growth and diversivication
Ansoff product mix matrix
market penetration
product development
market development
Diversivication
SAF model
Suitability
Strategic position
Culture
Future
Returns
Acceptable
For owners
For CEO/board
Feasible
Resource
Legal complication
SBU - portfolio (BCG matrix)
Star
more investment
Cash cow
efficiency, CF for ?, mature
Dogs
divest
Question mark
more investment
Organisation
Int & Ext relationship
Baldrige model
Excellent performance
Leader
Strategy
Customer expectation
Workforce
Operation
Result
Empowerment
Identity talent
Retaining
Recruiting
Corporate governance
NED
Independent
Stakeholders
Mandelow stakeholder mapping
Int High, pow High => manage closely
Int High, pow Low => keep inform
Int Low, pow High => keep satisfied
Int Low, pow Low => minimum effort
Agency theory
CEO
Chairman
- Appointment - Removal - Remuration
NED
Integrated reporting
Conveys business model and sources of value creation
Capital
Financial
Social
Human
Natural
Manufactural
Human
Benefits
Enhanced sys of accountability
Stronger decision making
Better reputation
More harmonisation
Better communication and relationship
Strategic change
Types of changes
Revolution
Restructuring
...
Contextual framework for change
Kurt Lewin
1. unfrize
2. change
3. refreeze
Popit model
Organization
IT
Poeple
Process
Business process change
1. Human process strategy
2. BP outsourcing
3. BP redesign
Project mangement
Project lifecycle
1. initiation stage
PID / project charter
Purpose
Objectives
Business case
Scope
Stakeholders
Constrains
Time
Cost
Scope
Project organisation
Control monitoring
Report framework
Risks
PID sign off
Summary
Project basic requirement
Start date
Duration
Milestones
Finish date
Relationship with other projects
Cost budget
Project leader
Outcome
2. Cost and benifit
3. Project planning
4. Execution and control
5. Completion
Benefit realisation review
Handle project Q
Understand dates
Constrains
Identify show stopper (trouble maker)
Ascertain risks
Communication is the key
Ethical principal
Idividual
Code of ethics
Confidentiality
Professional behaviour
Integrity
Competence
Due care
Objectivity
Business
Turkes 5Q model
Profitable?
Legal?
Fair?
Right?
Sustainable?
Ethical threats
Advocacy
Self review
Self interest
Intimitation
Technologies
6 I's of e-marketing
Integration
Intellegence
Industry structure
Individualisation
Interactivity
Independence of location
E-business
Benefit of e-business
Improved marketing
Market penetration
Cost reduction
Increase revenue
Better information for control
Increased visibility
Enhanced customer service