咨询研究：橘生淮南则为橘，橘生淮北则为枳
<P><SPAN style="FONT-SIZE: 13.5pt; COLOR: #333333; FONT-FAMILY: 宋体; mso-ascii-font-family: Tahoma; mso-hansi-font-family: Tahoma; mso-bidi-font-family: Tahoma; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA"> 管理咨询是企业的医生，为企业治病疗伤，排忧解难。如何为企业服务，这涉及到咨询模式问题。</SPAN></P><P><SPAN style="FONT-SIZE: 13.5pt; COLOR: #333333; FONT-FAMILY: 宋体; mso-ascii-font-family: Tahoma; mso-hansi-font-family: Tahoma; mso-bidi-font-family: Tahoma; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA"> 管理咨询服务有多种模式，学院派的咨询报告方案模式、实战派的帮办模式、顾问/教练模式等等。由于国内咨询公司非常崇尚麦肯锡，人家老麦坚称</SPAN><SPAN lang=EN-US style="FONT-SIZE: 13.5pt; COLOR: #333333; FONT-FAMILY: Tahoma; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA; mso-fareast-font-family: 宋体">“</SPAN><SPAN style="FONT-SIZE: 13.5pt; COLOR: #333333; FONT-FAMILY: 宋体; mso-ascii-font-family: Tahoma; mso-hansi-font-family: Tahoma; mso-bidi-font-family: Tahoma; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA">不介入客户公司政治</SPAN><SPAN lang=EN-US style="FONT-SIZE: 13.5pt; COLOR: #333333; FONT-FAMILY: Tahoma; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA; mso-fareast-font-family: 宋体">”</SPAN><SPAN style="FONT-SIZE: 13.5pt; COLOR: #333333; FONT-FAMILY: 宋体; mso-ascii-font-family: Tahoma; mso-hansi-font-family: Tahoma; mso-bidi-font-family: Tahoma; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA">，只提供方案报告，而且招咨询顾问限制在</SPAN><SPAN lang=EN-US style="FONT-SIZE: 13.5pt; COLOR: #333333; FONT-FAMILY: Tahoma; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA; mso-fareast-font-family: 宋体">35</SPAN><SPAN style="FONT-SIZE: 13.5pt; COLOR: #333333; FONT-FAMILY: 宋体; mso-ascii-font-family: Tahoma; mso-hansi-font-family: Tahoma; mso-bidi-font-family: Tahoma; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA">岁以下、名牌学校</SPAN><SPAN lang=EN-US style="FONT-SIZE: 13.5pt; COLOR: #333333; FONT-FAMILY: Tahoma; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA; mso-fareast-font-family: 宋体">MBA</SPAN><SPAN style="FONT-SIZE: 13.5pt; COLOR: #333333; FONT-FAMILY: 宋体; mso-ascii-font-family: Tahoma; mso-hansi-font-family: Tahoma; mso-bidi-font-family: Tahoma; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA">，所以招致许多国内咨询公司纷纷效法，一时间大有东施效颦的风尚。</SPAN><SPAN lang=EN-US style="FONT-SIZE: 13.5pt; COLOR: #333333; FONT-FAMILY: Tahoma; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA; mso-fareast-font-family: 宋体"><BR><BR></SPAN><SPAN style="FONT-SIZE: 13.5pt; COLOR: #333333; FONT-FAMILY: 宋体; mso-ascii-font-family: Tahoma; mso-hansi-font-family: Tahoma; mso-bidi-font-family: Tahoma; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA"> 人们要问：为什么老麦等跨国公司在国外备受推崇、咨询案例成功率很高，而在国内咨询案例成功率不高，美誉度较低，例如：兵败实达（方案太完美，没有考虑内部习惯势力的抵抗，方案被迫放弃）、王府井（做战略规划居然没有预测到国内专业大卖场的发展趋势，只坚持做连锁百货，被国美等专业大卖场抢走大量市场）、神州数码（战略规划没有考虑到战略转型的难度，成为一纸空文）等，甚至被误认为只卖牌子，而非卖实效价值呢？</SPAN></P>
<P><SPAN style="FONT-SIZE: 13.5pt; COLOR: #333333; FONT-FAMILY: 宋体; mso-ascii-font-family: Tahoma; mso-hansi-font-family: Tahoma; mso-bidi-font-family: Tahoma; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA"> 前些时候，我在国航的供应商那里做顾问，客户带我到国航去听他们的人力资源经理介绍海氏集团（跨国专业的人力资源公司）为他们做咨询的情况。针对这样垄断性的国企，优越感、固有习惯根深蒂固的国企，项目进行一个多月，海氏不顾客户的意见（长时间形成的观念和习惯，不可能一下改变），还在固执地向客户推销他们的价值观，不厌其烦地要求客户将薪酬结构简化为岗位工资、绩效工资为主体的绩效为导向的薪酬，明明一眼就能看到其行为的结果</SPAN><SPAN lang=EN-US style="FONT-SIZE: 13.5pt; COLOR: #333333; FONT-FAMILY: Tahoma; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA; mso-fareast-font-family: 宋体">——</SPAN><SPAN style="FONT-SIZE: 13.5pt; COLOR: #333333; FONT-FAMILY: 宋体; mso-ascii-font-family: Tahoma; mso-hansi-font-family: Tahoma; mso-bidi-font-family: Tahoma; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA">一定会撞南墙，走不通，却要以国际一流专业公司的权威坚持推行国际主流薪酬，谁对？谁错？已经超出专业技术范畴，涉及到文化习惯范畴。管理无对错，只有是否能实现目标的区分。制定了目标实现不了，就是失败的管理，它引起不必要的波动反弹，损失了效率。</SPAN></P>
<P><SPAN style="FONT-SIZE: 13.5pt; COLOR: #333333; FONT-FAMILY: 宋体; mso-ascii-font-family: Tahoma; mso-hansi-font-family: Tahoma; mso-bidi-font-family: Tahoma; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA"> 客户感叹地对我说：还是我们的路走得对阿，没有比较就没有鉴别，通过与跨国咨询公司对比，客户就感受到了我们本土咨询公司在熟悉国内企业文化上的优势和因地制宜的特长。</SPAN></P>
<DIV><SPAN style="FONT-SIZE: 13.5pt; COLOR: #333333; FONT-FAMILY: 宋体; mso-ascii-font-family: Tahoma; mso-hansi-font-family: Tahoma; mso-bidi-font-family: Tahoma; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA"> 我进入这个原国航系统的公司做顾问时，就感受到强烈的垄断性国企文化氛围，即使他已经在形式上独立，成为外资公司，但是垄断性国企文化一点没变，在这样的氛围下，理想的方案会遇到强大的阻力，夭折的概率不会低于90%。因此，我因势利导，继承原有一定的文化习惯，采取渐进式的管理改良策略，在薪酬总额上保持相对稳定，在结构上面向未来作调整。即保持原有薪酬不降低，把原有的基于年工和职务为主体的薪酬结构，调整为以知识学历作为基本工资，以能力作为岗位工资，以绩效作为绩效工资，以历史包作为继承过去的收入的薪酬结构，无论老员工还是新员工，在薪酬的四块结构中的基本工资、岗位工资、绩效工资三部分都能做到公平，只有历史包一块有差异，但它是历史继承，不可比。这样，在薪酬总量不变的条件下，通过结构转变，就做到了薪酬应起到的公平作用，在岗位工资、绩效工资结构部分为未来对人员结构的调整奠定了基础。</SPAN><SPAN lang=EN-US style="FONT-SIZE: 13.5pt; COLOR: #333333; FONT-FAMILY: Tahoma; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA; mso-fareast-font-family: 宋体"><BR><BR></SPAN><SPAN style="FONT-SIZE: 13.5pt; COLOR: #333333; FONT-FAMILY: 宋体; mso-ascii-font-family: Tahoma; mso-hansi-font-family: Tahoma; mso-bidi-font-family: Tahoma; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA"> 通过以上事例，使人联想到中国古代</SPAN><SPAN lang=EN-US style="FONT-SIZE: 13.5pt; COLOR: #333333; FONT-FAMILY: Tahoma; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA; mso-fareast-font-family: 宋体">“</SPAN><SPAN style="FONT-SIZE: 13.5pt; COLOR: #333333; FONT-FAMILY: 宋体; mso-ascii-font-family: Tahoma; mso-hansi-font-family: Tahoma; mso-bidi-font-family: Tahoma; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA">橘生淮南则为橘，橘生淮北则为枳</SPAN><SPAN lang=EN-US style="FONT-SIZE: 13.5pt; COLOR: #333333; FONT-FAMILY: Tahoma; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA; mso-fareast-font-family: 宋体">”</SPAN><SPAN style="FONT-SIZE: 13.5pt; COLOR: #333333; FONT-FAMILY: 宋体; mso-ascii-font-family: Tahoma; mso-hansi-font-family: Tahoma; mso-bidi-font-family: Tahoma; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA">的寓言，他说明环境</SPAN><SPAN lang=EN-US style="FONT-SIZE: 13.5pt; COLOR: #333333; FONT-FAMILY: Tahoma; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA; mso-fareast-font-family: 宋体">/</SPAN><SPAN style="FONT-SIZE: 13.5pt; COLOR: #333333; FONT-FAMILY: 宋体; mso-ascii-font-family: Tahoma; mso-hansi-font-family: Tahoma; mso-bidi-font-family: Tahoma; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA">气候对植物生长的影响，违背客观规律一定是南辕北辙。如果咨询公司为客户做咨询，违背了客户的资源能力和文化习俗，再好的咨询方案也会实施不下去。</SPAN></DIV>
<DIV><SPAN style="FONT-SIZE: 13.5pt; COLOR: #333333; FONT-FAMILY: 宋体; mso-ascii-font-family: Tahoma; mso-hansi-font-family: Tahoma; mso-bidi-font-family: Tahoma; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA"></SPAN> </DIV>
<DIV><SPAN style="FONT-SIZE: 13.5pt; COLOR: #333333; FONT-FAMILY: 宋体; mso-ascii-font-family: Tahoma; mso-hansi-font-family: Tahoma; mso-bidi-font-family: Tahoma; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA"></SPAN> </DIV>
<DIV><SPAN style="FONT-SIZE: 13.5pt; COLOR: #333333; FONT-FAMILY: 宋体; mso-ascii-font-family: Tahoma; mso-hansi-font-family: Tahoma; mso-bidi-font-family: Tahoma; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA"></SPAN> </DIV> 很久没来栖息谷了，网站界面怎么看着这么别扭，使用也不方便啊 <p>同感，相信本土咨询公司是有优势的</p> <p><font color="#333333" size="4">把原有的基于年工和职务为主体的薪酬结构，调整为以知识学历作为基本工资，以能力作为岗位工资，以绩效作为绩效工资，以历史包作为继承过去的收入的薪酬结构</font></p><p><font color="#333333" size="4"></font></p><p><font color="#333333" size="4">以能力作为岗位工资可能值得商榷，岗位工资的价值决定基础是岗位价值，而能力多属于个人范畴，能力的提升大都线性逐步增长，但岗位是有可能跨越式提升的~~~</font></p><p><font color="#333333" size="4">HAY,MERCER这些公司应该有很多高人吧，这个公司可能运气不好，没有选到一个好的项目经理，呵呵</font></p> <p>学习了 !~</p><p>凡事要学会变通,因地制宜才可能适应发展.</p> <p><a href="http://www.M448.coM/info/docview_147936.html">Www.M448.coM/info/docview_147936.html</a>
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