企業策略與資源整合(一)-- 孫子兵法與企業策略規劃（1學分）
本課程主要是結合東方「孫子兵法」的思維與西方「企業策略規劃」的觀點，說明企業如何管理策略規劃的程序，如何進行外部與內部環境的分析，及如何繪制策略地圖來執行策略行動。
本課程分享在管理策略規劃程序中，三個重要策略思維。
1.《孫子兵法》是最早的一部軍事著作，其思想對世界歷代軍事家、政治家、思想家產生了非常深遠的影響，已被翻譯成二十多種語言，除了軍事領域，還被廣泛應用到企業管理領域，國內許多大學EMBA也有開設《孫子兵法》相關課程。企業領導者要清楚如何規劃每項策略、每個行動方案，才能取得勝算。孫子用「道、天、地、將、法」，由內而外來評估重要因素。
2.策略規劃程序中首先要設立目標，然後進行內部與外部環境分析，外部環境分析包括PEST與產業環境分析，辨識機會與威脅。《孫子兵法·謀攻篇》：上兵伐謀，其次伐交，其次伐兵，其下攻城。知可以戰與不可以戰者，勝。知道在什麼情況下可以採取策略行動，什麼情況下不可以打採取策略行動，就能審時度勢，知己知彼的採用靈活機動的戰術，不盲目行動，這樣自然能策略成功。
3.策略選定後，接下來要確實、迅速執行。展開策略地圖的策略目標，以及KPI關鍵績效指標，將企業策略與行動目標做有效連結外，整體性的系統思考結構更具完整。《孫子兵法·軍爭篇》：「其疾如風，其徐如林，侵掠如火，不動如山，難知如陰，動如雷震」。被日本戰國時期的武田信玄拿來當成軍旗，是說在策略執行時，有時候要快，有時候要慢，有時候要動，有時候要靜。
Integration of corporate strategy and resource (I)--Scholar's Art of War and corporate strategy planning (1 point)
This course mainly combines the thinking of Oriental "Sezi Art of War" with the viewpoint of the Western "Enterprise Strategy Planning", explains how an enterprise manages the procedures of strategy planning, how to analyze external and internal environments, and how to draw a strategy map to execute strategy actions.
This course shares three important strategic thinking in the management strategy planning program.
1. "Shuzi Art of War" is the earliest military work. Its thoughts have had a very profound impact on world-class military strategists, politicians and thinkers. It has been translated into more than 20 languages. In addition to the military field, it has also been widely applied to the enterprise management field. Many universities in China also have courses related to "Shuzi Art of War". Enterprise leaders must be clear about how to plan each strategy and each action plan in order to achieve calculations. Xuezi used "Tao, Heaven, Earth, Enlightenment, and Dharma" to evaluate important factors from the inside out.
2. In the strategy planning program, the first thing to do is to set goals, and then conduct internal and external environment analysis. External environment analysis includes PEST and industry environment analysis, identification opportunities and threats. "Shuzi's Art of War: The Chapter of Attack": The top army attacks the enemy, then attacks the enemy, then attacks the enemy, and then attacks the enemy. Know that those who can fight and those who cannot fight will fight will fight. If you know what situations you can take strategic actions and what circumstances you cannot take strategic actions, you can review the timing and use the combat technique of flexible operations and not act blindly. This will naturally lead to success in strategy.
3. After the strategy is selected, the next step must be implemented accurately and quickly. In addition to expanding the strategic goals of the strategy map and the KPI key performance indicators, effectively connecting enterprise strategies and action goals, the overall system thinking structure is more complete. "Shuzi's Art of War: Military Competition": "Its speed is like a wind, its slowness is like a forest, its invasion is like a fire, and it does not move like a mountain, it is difficult to know it is like a horn, and its movement is like thunder and shock." The fact that Takeda Shingen used it as a military banner during the Japanese war period said that when the strategy was implemented, it was sometimes fast, sometimes slow, sometimes moving, and sometimes calm.
講師自製講義
教學方式
1. 課堂講授與討論
2. 個案研討
A lecturer's self-made speech
Teaching method
1. Classroom lectures and discussions
2. Case Study
| 評分項目 Grading Method | 配分比例 Grading percentage | 說明 Description |
|---|---|---|
| 個人書面個案報告個人書面個案報告 Personal letter case report |
40 | |
| 課堂小組個案討論課堂小組個案討論 Classroom group case discussion |
50 | |
| 課堂出席與參與討論課堂出席與參與討論 Class attendance and participation discussion |
10 |
