移動公司18新利真人网 谘詢報告(ppt 101頁)

移動公司18新利真人网 谘詢報告內容摘要：
Historically, the growth challenge has been simple
Serve pent-up demand with one basic product
“Build the network, activate subscribers, collect the payments”
Increasing competition and new technologies mean dramatic challenges
Tremendous emphasis on marketing and sales
Intense warfare requiring strategy and tactics
Increasing importance of customer relationship management and service
The need to develop partnerships and create new businesses
Increasing pressure on technical abilities--broader definition of technology
Increasing pressure on overall cost position and productivity
Need for commercially-driven senior management, working as a team
These strains create a need for a fundamental rethink of HR strategy
The strategic changes in the mobile market bring revolutionary change, not evolutionary change
One dominant factor is that these changes will require the rapid creation of entire new job families, and rapid change in the requirements of existing job families
As a result, the overall people mix of the company will be dramatically different in the future than it is today. The mix will also be quite different than either the “typical PRC company” or the “typical telco.” The required pace of change will also be quite different.
An HR strategy that fails to take this into account will also fail. If the HR strategy fails, then the company will fail.
Wrong skills to face the future competitive threat
Wrong overall cost structure
The best employees leaving to join the competitors
Major missed opportunities to form new businesses and partnerships
A traditional HR consulting firm will not have a clear view on the strategic changes
Their models will be based upon “typical PRC companies” and “typical global telcos.” Neither will be sufficient, and both will have major flaws.

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