中国石油集团战略规划管理体系创新与实践
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摘要
在战略规划管理体系创新实施前,中国石油集团存在战略规划管理制度缺位、战略规划体系有待系统化、战略规划指标有待体系化、战略研究方法有待科学化、规划编制管理有待标准化等问题。中国石油集团规划计划部创新应用战略规划分析方法,创新了战略规划体系架构,创建了战略规划的指标体系,构建了业务定位的方法体系,创新了战略规划实施的路径与方法,保障了集团公司"十三五"规划成果、编制工作、实施效果高质量,引领了集团公司战略规划管理新理念,实现了集团公司战略规划管理水平提升。
Before the implementation of the innovation of strategic planning management system, there are such problems as absence of strategic planning management system, lack of systematization of strategic planning system and strategic planning indicators, lack of scientization strategy research methods, and lack of standardization in the strategic planning management in CNPC's strategy management. The planning department of CNPC applied the strategic planning analysis method, innovated the strategic planning system architecture, established the strategic planning index system,constructed the method system of business positioning, and build up the path and method of strategic planning implementation,to ensure the high quality of CNPC's 13 th Five-Year Plan achievements, compilation work and implementation effect. It led the new concept of CNPC's strategic planning management, and realized the improvement of the group's strategic planning management.
Before the implementation of the innovation of strategic planning management system, there are such problems as absence of strategic planning management system, lack of systematization of strategic planning system and strategic planning indicators, lack of scientization strategy research methods, and lack of standardization in the strategic planning management in CNPC's strategy management. The planning department of CNPC applied the strategic planning analysis method, innovated the strategic planning system architecture, established the strategic planning index system,constructed the method system of business positioning, and build up the path and method of strategic planning implementation,to ensure the high quality of CNPC's 13 th Five-Year Plan achievements, compilation work and implementation effect. It led the new concept of CNPC's strategic planning management, and realized the improvement of the group's strategic planning management.
引文
[1]张震,朱兴珊,张品先,王武,田成坤.国内外大公司战略规划管理的经验与启示[J].国际石油经济,2017(5):10-16.
[2]万宏,陆如泉,单卫国,等.从“剑桥能源周”看未来能源战略走势[J].石油科技论坛,2018(4):55-61.
[3]周吉平.全球能源转型与中国全面深化改革开放[J].国际石油经济,2019(1):34-42.
[4]BP.Statistical Review of World Energy[R/OL].2018-06.http://www.bp.com/statisticalreview.
[5]IEA.World Energy Outlook 2018[R/OL].2018-11.https://www.iea.org/weo.
[6]周颖.运用杜邦分析法对企业财务报表综合分析[J].化工技术经济,2004(3):19-21.
[7]罗伯特·卡普兰,戴维·诺顿.平衡记分卡:化战略为行动[M].刘俊勇,孙薇,译.广东:广东经济出版社,2013.
本文源自中国石油天然气集团有限公司2018年度管理创新一等奖成果《世界一流目标引领下的战略规划管理体系创新与实践》,主要参与人员为张军贤、张礼安、王武、冯积累、刘忠付、展恩强、张震、雒士军、李建卫、丁世强、曹斌、杜国敏。
[2]万宏,陆如泉,单卫国,等.从“剑桥能源周”看未来能源战略走势[J].石油科技论坛,2018(4):55-61.
[3]周吉平.全球能源转型与中国全面深化改革开放[J].国际石油经济,2019(1):34-42.
[4]BP.Statistical Review of World Energy[R/OL].2018-06.http://www.bp.com/statisticalreview.
[5]IEA.World Energy Outlook 2018[R/OL].2018-11.https://www.iea.org/weo.
[6]周颖.运用杜邦分析法对企业财务报表综合分析[J].化工技术经济,2004(3):19-21.
[7]罗伯特·卡普兰,戴维·诺顿.平衡记分卡:化战略为行动[M].刘俊勇,孙薇,译.广东:广东经济出版社,2013.
本文源自中国石油天然气集团有限公司2018年度管理创新一等奖成果《世界一流目标引领下的战略规划管理体系创新与实践》,主要参与人员为张军贤、张礼安、王武、冯积累、刘忠付、展恩强、张震、雒士军、李建卫、丁世强、曹斌、杜国敏。