企业的战略应该在多大程度上让员工了解？
讨论一个问题：企业的战略应该在多大程度（深度和广度）上让员工了解？ 大的、概括性的应该让员工知道并了解，这样才能让员工产生主人翁感，也便于企业的下一步计划的实施 如果员工对企业的战略发展不感兴趣，那说明企业的吸引力、凝聚力都不够，企业领导就要反思一下了 这就有个深度问题了。员工了解越多，可能他的主人翁感会越强，如果你让他知道个大概，他会有多少主人翁感？
所以我觉得这个深度很难把握。是到大的战略层面呢？还是详细到小的战略层面？是否要到战术层面？
是否需要让大家都了解，都参与。群策群力？
另外，广度也是个问题，让多大面的员工知道，还是只是让某些人知道。是否会泄露给竞争对手，等等。（我这里可能更偏重于战术层面。） 战略本身就是一个发展方向的问题，让员工熟悉没有什么不好的。而且一旦领导层就公司的战略有了一个决定，就应该让员工知道，这样员工才能知道自己及企业的发展方向。
至于战术，不是战略的问题，那是具体的实施的事，这种东西应该在中层以上讨论，基层的员工是实施者，只是对自己实施的具体事物有了解，对整体的计划只应该停留在战略的层面上。 自己正在参阅SCM（StrategyCommunication Management）方面的知识，
可不是供应链管理呀，呵呵；
并尝试应用其中的“术”于工作中，
毕竟，人在江湖，身不由己呀，呵呵
希望在这方面有心得的兄弟姐妹们不吝指教我这低手呀,呵呵
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The Twelve Dimensions of Strategic Internal Communication
By Thomas J. Lee
Tom Lee, Principal of Arceil Leadership Communication and member of the editorial board of Strategic Communication Management Magazine, provides an overview of Strategic Internal Communication. With more than 25 years of professional experience in communication, Tom has developed innovative approaches to communication modelling, planning, and evaluation systems with broad strategic applications. In this section he shares his knowledge.
Strategic Orientation and Imperative
Integrity and Integration
Dignity and Respect
Flow of Strategic Information
Clarity and Power of Messages
External Perspective
Roles and Responsibilities
Listening and Visible Presence
Training and Support
Structure and Process
Measurement Systems
Continuous Improvement
Strategic Orientation and Imperative
Communication is an organization's lifeblood. The fundamental purpose of communication in an organization is to enable and energize employees to carry out its strategic intent. Organizations need the capability to rapidly identify, send, receive, and understand strategic information that is credible, sensible, and relevant. But successfully executing a strategy, or bringing about operational or cultural change, or achieving stretch or breakthrough goals requires something more: the broad awareness, understanding and acceptance of strategic intent by people as a foundation to their commitment. Decisions on strategy and policy must take into account the imperative and the challenge of communication, and the tools and talent of the communication function must be oriented to the organization's strategic priorities.
Integrity and Integration
Communication must, above all else, be credible. The cornerstone of credibility is integrity; the foundation of integrity is constant and complete consistency between communication and conduct. The challenge of building credibility is the work of integrating an organization's formal, semi-formal, and informal voices. The rhetoric by which an organization manages its affairs and presents itself to others is manifestly important, but its impact as communication is never equal to or greater than that of the organization's decisions and actions. For through such decisions and actions, an organization continually tests and defines itself.
Dignity and Respect
Communication thrives on mutual dignity and respect; together, these are the fundamental building blocks for relationships of trust and accountability. Organizations that are blessed by such relationships will, over time, develop greater internal commitment and thus outperform and surpass organizations that are not. An organization's success ultimately depends on the fully aligned, discretionary, principled, and inspired effort of its people. Communication characterized by mutual dignity and respect, because it builds relationships of trust and accountability among people, is foundational to such effort and therefore to the success of the organization.
Flow of Strategic Information
Information is the currency of communication. Just as the flow of money creates wealth, so the rapid and steady flow of strategic information enriches and empowers an organization. Organizations must nurture and sustain the systematic flow of credible, sensible, timely, and relevant information - up, down, and across their structure - so as to bring all their resources to bear on the execution of their strategic intent. That requires the full commitment of leadership, the application of appropriate technology, and the broad participation and support of employees. The upward flow of information is critical; leadership's receptivity to upward thrusts of negative information, especially, is a reflection of the trust it holds in people. For better or worse, the flow of strategic information through an organization is a barometer of its ability to compete.
Clarity and Power of Messages
Clarity is a hallmark of excellent communication. Its absence leads to confusion, complacency, even chaos. Clear and powerful messages are, first and foremost, carefully considered, so they do not conflict with other messages. Though often repeated, they are few in number. Clear and powerful messages strike a balance between simplicity and complexity; they are expressed with an economy of words but a wealth of meaning. Their language is the language of ordinary people in everyday conversation. Because clear messages address the concerns and needs of listeners, they naturally take the form of a conversation more than a lecture or announcement. Finally, clear and powerful messages are coherent, consistent, and complete; they acknowledge their own limits, they explain their rationale, and they speak to whatever questions they have raised.
External Perspective
An organization's internal communication systems require an external perspective and orientation. Strategy, of course, is the means by which an organization copes with its external environment - its customers, competitors, and suppliers, as well as the communities and governments where it operates. Individuals and teams in an organization seeking to implement a strategy must understand not only the strategy itself but also the reasons for it and the measures of its success. Only a communication system anchored in the company's external environment can provide that information in a compelling way and place it in a tenable context. The external orientation may include the arenas of public policy and philanthropy; in its totality, information with an external bearing must be balanced, strategic, and truthful.
Roles and Responsibilities
A high-performance system of communication depends on the timely, energetic, capable participation of employees throughout an organization. Each employee has a role in communication; some have multiple roles. All employees should have clearly defined responsibilities for vertical (upward and downward) and for lateral communication appropriate to their position. These responsibilities should explicitly address both receiving and sending information as well as building relationships conducive to rapid, credible, strategic communication. Responsibilities should specify what information ought to be communicated, to whom, when, how and why. Accountabilities should include the real consequences of fulfiling or not fulfiling these responsibilities. A healthy communication environment should encourage and reward employees for active communication within the organization regardless of the information or message they communicate.
Listening and Visible Presence
Listening is the fiber of good communication. The best communication resembles not so much an eloquent announcement or persuasive admonition as it does a balanced conversation and robust discussion. There can be no communication without listening, and there can be no listening without genuine receptivity and a real inclination to act in response to whatever information or message is being communicated. Good listening is more than polite silence and attention when others speak, and it's altogether different from manipulative tactics masquerading as skill. It is rather a high virtue, a value, a reflection of bedrock belief that learning what other people have on their mind is a wise investment of one's time. It requires intellectual humility and the willingness to learn from people at all stations of life. Through visible presence, one not only learns by listening but also establishes a welcoming rapport that builds relationships of respect and dignity, conducive to frequent, candid and rapid communication.
Training and Support
Recognizing each employee's vital role in communication, organizations must ensure that all employees have the capability, the tools, and the support to fulfill their responsibilities. Suitable education and training will depend on the nature of the industry and the particular needs of the individual and the organization; in any case it will furnish the capability for busy people to communicate competently and comfortably. Appropriate and adequate tools will include both the technology and the resources for Regular communication. Support for communication will include a stream of strategic information, time on the clock, channels of upward communication, and the physical facilities conducive to good communication; above all, it must include simple respect and the presumption of good faith, so as not to "shoot the messenger for the message"; Without this foundation, an organization cannot realistically expect people to communicate with the timeliness, clarity, and credibility that are essential.
Structure and Process
The structure and process of internal communication should reflect the fact that communication is a means, not an end, to success. The fundamental purpose of workplace communication is to enhance the business performance of the organization. Communication succeeds only to the extent that it enables and energizes employees to align their work with the organization's strategic intent. A preoccupation with artistry or diction may divert attention away from the business issues at hand. The responsibility and tools for strategic communication should be distributed throughout the organization, so that each employee is an integral part of the process. The communication function should build alliances with the management teams of operating units. Given a choice between centralizing and decentralizing the communication function, the latter affords more Regular contact with line managers, which in turn builds mutual understanding between line and staff functions.
Measurement Systems
Measurement is a vital aspect of a high-performance system of strategic workplace communication, but it must be undertaken with care and skill. It is a myth that everything of importance in organizations is measured; integrity, perseverance, teamwork, agility and other essential attributes of a vital work culture all but defy measurement. The importance or value of strategic communication is not an appropriate subject for measurement; by definition, it is always and precisely the value of the strategy or the change or the goal that it supports. Nor are the tactical and mundane aspects of communication a worthwhile focus of measurement. Rather, the measurement of communication must concentrate on its effectiveness with respect to strategic direction, so as to adapt it to changing circumstances, to engage management in the essential tasks of leadership communication, to establish a basis for accountability, and to chart progress. The best measurement processes address not only formal communication but also semi-formal and informal communication. They focus on outcomes, not outputs or inputs. They measure against a progression of awareness, understanding, acceptance, and commitment, and they reflect the fundamental purpose of communication as a bridge between strategy and its successful execution.
Continuous Improvement
More than just another management fad, continuous improvement is a never-ending quest for a better way. It is both a personal and professional habit, and an individual and organizational commitment, to change, progress, and growth. Without it we become stagnant, and we cease to grow. The philosophy, processes, and tools of the quality literature offer abundant means for improving strategic workplace communication, but they require a genuine receptivity to improvement. The time and resources devoted to a thoughtful, well-managed program of continuous improvement will return their investment many times over. Research into best practices should be undertaken from time to time with the understanding that each organization is unique and must ultimately find its own path to its own future. Above all, our processes must be driven by the legitimate needs of the customer, whose satisfaction is our reason for being. 我最近在我们企业做了个问卷调查，发现员工都希望明确了解企业战略，否则他们不知道这样干下去将来会是个什么样子而影响了对企业的信心。
我觉得让员工了解战略首先要解决两个问题。一是向员工传递明确的战略目标；二是让员工清楚其工作与战略的关系。 企业总是希望员工能够“心往一处想，仅往一处使。”
战略是必须要让员工清楚的。
楼上的调查非常好。不知能否介绍一下？ <P>我觉得不能一概而论企业应该让员工在多大程度上了解其战略</P><P>首先，企业就分很多种，传统的制造业，高新技术产业，服务娱乐业等等</P><P>不同的企业的经营环境、组织结构与员工素质也不同</P><P>传统制造业，组织结构高度机械化正规化，大部分员工素质一般只做简单的操作工作，在这种情况下他们不必要了解企业到底要往哪里发展，而且他们自身素质限定了解战略的欲望</P><P>而现在的IT产业，多采用柔性的组织结构，其员工几乎全是知识工作者，每个人都是专家，都有了解企业战略的欲望和责任，这时候企业就必须让员工参与战略的制定，使他们充分了解公司的战略，以便所有人都能够全力以赴的沿着公司的战略开展工作</P><P>这是两个极端，很多企业处于这两个极端的中间，这个时候，就要求企业经营者充分考虑自身企业组织结构、运营环境以及员工素质等情况来中和把握，进行权衡了。</P><P>以上是小妹的愚见，不妥之处还请见谅</P> <P>可否说战略的推出通常是意味着改变？</P><P>如果是，可不可以这样推理：</P><P>第一、让企业内部认为需要改变→明确危机感；</P><P>第二、由战略小组确定战略方案（当然这既是一个大花时间精力的过程，也是需要更多人参与的集智行动）；</P><P>第三、分阶段推广，既有战略内部宣传（日常宣传+特殊事件），也有实质性工作的变革（比如组织结构、顾客重新定位等）；</P><P>第四、阶段成果小结；注意成功要控制“危机感”的涣散，而不成功就要回到第二步找原因了；</P><P>第五、不断推进，直至形成为比较稳定的企业文化，这样可以持续作用到下次的战略转换。</P><P>当然，这里面假设高层共视已经达成。</P><P>按照上面的话，我个人认为战略需要让员工知道的是：</P><P>1、企业的将来是怎样的；</P><P>2、为了这个目标，员工现在应该怎样做</P><P>而商业机密之类的东西，就是为了企业的将来，高层会怎样做；因为说到底员工是为其职位工作负责的，而管理者要对其管辖的员工工作负责。</P><P>个人的一点看法，希望大家指正。</P>
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