What Is a Management Seminar?

Strategy seminars are generally held at the company level to understand the company's strategic direction and value positioning, and on the basis of summing up successful operations and management, an exploratory meeting to clarify the company's future development goals.

Strategy Seminar

Through strategy seminars, the following main objectives are achieved:

1. What kind of internal and external environment does the company face? What should be taken

1. Lack of a clear mission, enterprises do not know the positioning of their own survival and development purposes, lack of understanding of the basic nature of the enterprise and the reasons for its existence and the ultimate goal of the enterprise.

2. The company's vision is vague, or it just stays in the head of the boss or senior management, and the employees are not clear or understand.

3. Failure to inspire the enthusiasm of employees and form a consensus, and become a great force to guide the direction of the enterprise, gather strength, and promote its development.

4. Lack of clear core values, the company does not have a clear banner saying "What behaviors are opposed to what behaviors".

5. Lack of basic value judgments and common beliefs or beliefs commonly recognized by all employees, which cannot directly affect the behavior of employees.

6. Lack of necessary and clear management principles-the basic and general rules and methods of doing things that companies must adhere to in order to achieve their core values to guide daily operations and management behaviors.

7. Lack of effective summaries of past successful experiences and consensus reached within the company.

8. Lack of clear corporate strategic goals, unable to attract enterprises and employees, and unable to pass market pressure.

9. Without strategic identification, it often leads to:

· Insufficient strategic containment functions, departments and individuals cannot link their goals to the company's strategy;

· Some indicators do not reflect the key success factors for achieving the strategy, causing deviations in department and individual efforts and misallocation of resources;

· Some indicators that reflect the key success factors have not been identified, no one manages them, and insufficient resource allocation, which directly affects the achievement of strategic and business objectives;

Too many sectoral indicators have made the boundaries between departments more obvious. Each department only pays attention to its own local indicators. Standardism has intensified, affecting the coordination of departments, and the overall operating efficiency has decreased.