，统一思想、统一认识，起到战略激励的作用。

First, unify thinking and understanding, and play the role of strategic incentive.

“人心齐、泰山移”是人常说的谚语，一般的理解是“人心齐”力量大，其实，也可以反过来看，“移泰山”这件事几乎不可能，可见“人心齐”难度之大。企业统一思想并不容易，不要说整个组织的思想统一，在很多大型企业内部，一把手、二把手、副总层面的思想都难以统一，更何况有些企业的人事变动频繁，在动态的环境中保持企业的思想统一更不容易。统一思想也不是开职代会程序通过这么简单，即使程序过了，持续的动态变化也是挑战。可以说，统一思想既是整体的，也是过程的。在战略上统一思想，的方式是重视战略规划指定的过程，在过程中开放式探讨，寻找企业可能的发展路径和策略，构建企业各层级的战略思维，决策在高层，执行在中层。

"People's hearts are united and Mount Tai moves" is a proverb often said by Chinese people. The general understanding is that "people's hearts are united" has great power. In fact, it can also be seen that it is almost impossible to move Mount Tai. It can be seen that "people are united" is very difficult. It is not easy for enterprises to unify their thinking, not to mention the ideological unity of the whole organization. In many large enterprises, it is difficult to unify the thinking of the first, second and deputy general managers. Moreover, some enterprises have frequent personnel changes, and it is not easy to maintain the ideological unity of enterprises in a dynamic environment. Unifying thinking is not as simple as holding a workers' Congress. Even if the program passes, continuous dynamic change is also a challenge. It can be said that the unified thought is not only a whole, but also a process. The best way to unify ideas strategically is to pay attention to the process specified in strategic planning, open discussion in the process, look for possible development paths and Strategies of the enterprise, build strategic thinking at all levels of the enterprise, and make decisions at the top and implement them at the middle.

统一思想主要有哪些方面的内容呢？主要是回答好以下几个问题：要成为什么样的企业？要做什么样的业务？路径是什么？分为几个阶段？资源怎么去匹配？管理政策怎么调整？在变化的环境里，没有哪个选择必然是正确的，但企业又必须做出选择。

What are the main contents of the unified thought? It mainly answers the following questions: what kind of enterprise do you want to become? What kind of business do you want to do? What is the path? How many stages? How to match resources? How to adjust the management policy? In the changing environment, no choice is necessarily correct, but enterprises must make a choice.

如何一起去寻找答案？攀成德近几年为设计企业提供战略规划服务的过程中，除了做分析和调研，我们也非常重视研讨会的组织，会组织各级人员、各条线人员开展不同主题的研讨，通过头脑风暴来统一思想、统一认识，寻找企业发展的路径，探讨组织变革和资源匹配等问题，即使找不到真理，也可以大致把道理讲清楚。

How to find the answer together? In the process of providing strategic planning services for design enterprises in recent years, in addition to analysis and research, we also attach great importance to the organization of seminars. We will organize personnel at all levels and all lines to carry out seminars on different topics, unify ideas and understanding through brainstorming, find the path of enterprise development, and explore issues such as organizational change and resource matching, Even if you can't find the truth roughly.

第二，指导具体行动并进行过程控制。

Second, guide specific actions and carry out process control.

战略规划的内容中，很多问题都要做出选择，例如，企业选择什么发展方向？业务模式是什么？有限的资源怎么匹配？组织应该如何变革？有哪些明确的战略性行动（不同于战术性行动）？过程的风险如何控制？这些问题的选择，都会影响企业未来的经营、管理行为，指导职能和业务部门的具体行动。

In the content of strategic planning, many issues need to be selected. For example, what development direction does the enterprise choose? What is the business model? How to match limited resources? How should organizations change? What are the clear strategic actions (different from tactical actions)? How to control the process risk? The choice of these problems will affect the future operation and management behavior of the enterprise and guide the specific actions of the functional and business departments.

战略规划对企业管理过程的控制表现在两个方面：其一，战略规划是企业各个年度职能计划的依据。其二，战略规划是各级绩效考核的基本依据，把战略规划中的结果性目标分解为驱动性目标，由上往下进行分解，形成组织的各个层级、各个条线的考核指标。绩效考核指标是管理的指挥棒，每个年度的考核指标都要来源于战略目标和各项发展指标。

Strategic planning controls the enterprise management process in two aspects: first, strategic planning is the basis of each annual functional plan of the enterprise. Second, strategic planning is the basic basis for performance evaluation at all levels. The result objectives in strategic planning are decomposed into driving objectives, which are decomposed from top to bottom to form the evaluation indicators of all levels and lines of the organization. Performance evaluation indicators are the baton of management. The evaluation indicators of each year should come from strategic objectives and various development indicators.

第三，战略性配置资源。

Third, strategic allocation of resources.

企业的资源总是有限的，资源错配是企业运营中常见的问题。华为任总对资源配置有过经典的论述：“我知道我们没有那么多力量，就把力量缩窄，缩到窄窄的一点点，往里面进攻，一点点进攻就开始有成功、有积累，我们觉得这种针尖式的压强原则是有效的，所以我们聚焦在这个口上。这三十年来，我们从几百人、几千人、几万人到18万人，只对准同一个‘城墙口’冲锋，对信息传送领域进行冲锋，而且对这个‘城墙口’每一年投资150-200亿美元的力度。在科研投资上，我们是全世界前五名，聚焦在这个投入上，我们就获得了成功。”

Enterprise resources are always limited, and resource mismatch is a common problem in enterprise operation. President Ren of Huawei has a classic discussion on resource allocation: "I know we don't have so much power, so we narrow our power to a little bit, attack inside, and a little attack will start to succeed and accumulate. We think this needle tip pressure principle is effective, so we focus on this mouth. Over the past 30 years, from hundreds, thousands, tens of thousands to 180000 people, we have only aimed at the same "gate of the city wall" to charge in the field of information transmission, and invested US $15-20 billion in this "gate of the city wall" every year. In terms of scientific research investment, we are the top five in the world. Focusing on this investment, we have achieved success. "

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