能力和潜力及发展规划模型

© 2013 Egon Zehnder
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能力特征模型 – 战略导向
Understands immediate issues 理解眼前的问题 1
Defines own plan within large strategy 依照整体战略确定自 身计划 2
Articulates multiyear priorities and scenarios 清晰阐述未来多年期 的工作重点 3
Substantially redesigns business practices to deliver breakthrough results 重新设计业务实践来 实现突破性业绩 6 Transforms business model for enduring high performance 转变业务模式以实现持 久的高绩效 7
Improves business practices for higher performance levels 改善业务实践以实现 更高绩效水平 5
Active levels 主动层次 They go beyond goals set for them and drive towards higher, best-in-class goals 超越既定目标，推动更高水准的顶尖绩效
Differentiates among types of customers and services 区别对待不同类型客 户和服务
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Reactive Levels 被动层次 They have a basic understanding of the general marketplace 对市场总体情况有基本了解
Knows immediate operating context 了解运营环境 1
Knows general marketplace basics 了解市场基本情况 2
Actively pursues details about the market-place and customers 积极掌握市场和客户 的细节情况
能力和潜力及发展规划模型
2013年7月
商业战略和计划，近期和长期发展目标
行业总览 行业的价值链，市场动态，总体竞争格局，机遇与挑战，未来发展及变化预期
公司及业务单元概况 公司战略 公司在行业中的地位，主要竞争对手 公司的核心竞争优势（设计、生产、销售、渠道、质量、品牌） 企业过往绩效，本年度经营业绩，对未来经营业绩的期望及时间表 公司的主要资源，如何分配，有何限制 企业发展的里程碑 企业文化 企业目前对人员的评估方法及其效果
只知道完成既定目标，对不良绩效会感到 不满
Red Flag Behaviors:
需警惕的行为
• •
Doesn’t care about getting the job done or about doing it well 对于完成任务或出色完成任务漠不关心 Actively resists improvement 大力阻挠改善行动
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Develops multibusiness corporate or breakthrough strategy in complex environment 在复杂环境下开发多 重业务的企业战略或 突破性战略 7
Reactive levels 被动层次
Active levels 主动层次
Proactive/Strategic levels 前瞻/战略层次
Uses directive approach 采用发号施令的态度 1
Explains what to do and why 说清楚要做什么、为何 要做 2
They have the ability to get others to support initiatives and build enduring partnerships across organizations and geographies
能够争取他人的支持，能够缔结跨组织、跨地域的持久合作 关系 • • Lacks the credibility to influence others 缺乏影响他人的可信度 Turns down requests for help 拒绝他人的求助
Works to make things better 努力持续实现业绩 Fulfills assigned tasks 完成被委派的任务 1 Reactive levels被动层次 2
Driven by existing goals 受当前目标驱动 3
Drives to exceed goals 致力于超越业绩目标 4
They know their own area and can define They have a greater under-standing of immediate opportunities for change or the organization’s strategic context and development the ability to contribute to it
Red Flag Behaviors:
需警惕的行为
• •
Actively resists collaborating 大力阻挠合作 Inhibits collaboration by others 阻挠他人之间的合作
© 2013 Egon Zehnder
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能力特征模型 – 团队领导力
Builds and sustains a high-performance team culture Motivates and inspires diverse, high- 树立并维护追求高绩效 的团队文化 performance teams 激励多元化的高绩效 7 团队 6
熟悉自身工作领域，能抓住眼前的变革或 深刻理解组织的战略环境，有能力对组 发展机遇 织战略作出贡献
They generate a true strategic plan that integrates numerous business issues for effective action.
制定真正的战略规划来整合各种业务问题，开展高效行动
© 2013 Egon Zehnder
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能力特征模型 – 市场洞察力
Identifies emerging niches and opportunities for the Creates insights about company 判明新兴的利基市场 the future of the 和业务机遇 marketplace 洞悉市场未来发展趋 势 5 6 Sees how to transform the industry 洞悉如何转变整个行业 7
They participate as required but are They actively engage in influencing generally responsive rather than active others and working as a team
通常不是积极主动、而是被动回应地参与 积极影响他人，发扬团队合作精神 工作
Red Flag Behaviors:
需警惕的行为
• •
Does not think beyond job at hand 眼光只局限于手头的工作 Does not appreciate relevance of strategic planning 无法认识到战略规划的现实意义
© 2013 Egon Zehnder
Active levels 主动层次 They have a detailed understanding of the marketplace and the implications for the organization’s services, pro-cesses and systems etc. 深入了解市场状况，以及市场变化对于本企 业服务、流程和体系的影响
Red Flag Behaviors:
需警惕的行为
• • •
Is poorly informed about customers, competitors, or suppliers 对客户、竞争者或供应商知识贫乏 Ignores or is unaware of customers, competitors, or suppliers 忽视或漠视客户、竞争者及供应商的需求和动态 Starts with an inside-out perspective rather than being driven by an understanding of external market forces in thinking about how to manage the business在思考如何管理业务时，总是站在自身角度看问题，而不是从外部市场角度出发
Proactive/Strategic levels 前瞻层次 They intelligently transform a business for significantly improved results 睿智地实施业务转型来实现整体绩效更上一层楼
Leabharlann Baidu
They work to goals set for them and are dissatisfied with poor performance
Analyzes and defines a multiyear market-based strategy for own area 分析和确定自身业 务领域的多年期市 场战略作 4
Creates high impact Changes business- corporate strategy 创立影响重大的企业 level strategy 战略 beyond own area 超越自身领域改变业 6 务战略
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能力特征模型 – 协作能力与影响力
Establishes a collaborative culture or enduring relationships 建立协作文化或持久 合作关系 6 Forges transformational partnerships 打造突破性的合作关 系 7
Actively engages with colleagues 和同事积极沟通交流 Supports colleagues 为同事提供支持 Will respond if asked 别人有要求才会回应 1 Reactive levels 被动层次 2 3
© 2013 Egon Zehnder
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能力特征模型要素汇总
绩效导向
市场洞察力
战略导向
协作能力与 影响力
团队领导力
变革领导力
注：能力特征模型要素详细说明请参见附录1
© 2013 Egon Zehnder
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能力特征模型 – 绩效导向
Proactive/Strategic levels 前瞻层次 They are able to use their detailed understanding to develop a plan that puts their company in a position of advantage to win in that marketplace both in the immediate and more distant future 能够运用自己对市场的透彻了解来制定完善计划，从而令企业在短 期和长期均能立于不败之地
Motivates others to work with self 鼓励他人与自己合 作 4
Facilitates collaboration amongst others 促进他人之间的合作 5
Active levels 主动层次
Proactive/Strategic levels 前瞻/战略层次