【课程简介】Course Overview

公司中长期战略规划 SP 解码到年度业务计划 BP 之后，如何保障年度经营目标落地？在管理执行与监控阶段，最重要的抓手就是经营分析会。按照一定的周期（如双周、月度、季度等）召开经营分析会，分析经营结果、经营差距、经营风险及新出现的经营机会，调整策略、行动和资源配置，将年度经营目标变成结果。所以，高质量的经营分析会是打胜仗、拿结果的关键。

但是很多企业没有用好经营分析会这个抓手，所召开的经营分析会是漫议会（会议主题不聚焦，漫无目的等）、诉苦会、邀功会、没有决议的低效低质会。华为对经营分析会的定位是作战会议、作战指挥系统，必须聚焦于集中力量打胜仗，目标是准确预测并达成年度经营目标。清晰确定年度经营目标的完成，是如何完成的，做好了哪些步骤，将关键动作提炼总结为标准操作分享；如果目标没有完成，是什么原因导致的，要找到根本原因和应对措施；还有下一次战役的目标、行动及需要的炮火是什么。

本课程依据华为高质量的“一报一会”机制，展开高质量经营分析会如何确保“打胜仗、拿结果”。

To ensure annual business goals are achieved after strategic planning is translated into business plans, companies must rely on high-quality Business Review Meetings (BRMs). At Huawei, BRMs are regarded as battle meetings and the command system for execution—focused on winning battles and delivering results.

This course, built on Huawei’s “One Report, One Meeting” mechanism, will guide participants on how to conduct effective BRMs: analyzing results, identifying gaps, addressing risks, refining best practices, and aligning actions and resources. The ultimate goal is to transform business objectives into measurable outcomes.

【适用对象】Target Audience

企业战略决策层（董事长/总裁/CEO/VPS）、集团分子公司及 SBU/BU 总/副经理、企业战略发展/管理部成员、职能部门正副职、市场营销部门关键成员、关键岗位的“优秀二等兵”。

Corporate strategic decision-makers (Chairman, President, CEO, VPs), general and deputy managers of group subsidiaries and SBUs/BUs, members of corporate strategy or management departments, heads and deputies of functional departments, key members of marketing teams, and high-potential talents in key positions — the “outstanding second-in-command” leaders.

【课程收益】Course Benefits

1、学习优秀的经营分析报告怎么写：聚焦问题、聚焦风险、聚焦机会，聚焦年度经营目标达成；

2、学习高质量的经营分析会议怎么开：使经营分析会的效率、决策、决议及执行发生变化；

3、学习标杆企业经营分析会的方法和标准：打开分类、数据量化找根因、实现“目标、机会、策略、行动、资源”五个要素一致性咬定目标保结果、滚动预测方法论；

4、以企业自身为案例完成六项“灵魂拷问”。

1. Learn how to write high-quality business review reports: focusing on problems, risks, opportunities, and the achievement of annual business goals.

2. Learn how to conduct effective business review meetings: improving efficiency, decision-making, resolutions, and execution.

3. Study best practices and standards from benchmark enterprises: including categorization, root cause analysis through data quantification, ensuring alignment of goals, opportunities, strategies, actions, and resources, and applying rolling forecasting methodologies to stay focused on results.

4. Apply the learning through six “soul-searching” questions based on the company’s own case.

【演讲嘉宾简介】Speaker Introduction

刘善武 Liu Shanwu

易迪思中国 金牌讲师

刘善武教授的擅长领域是企业发展战略、领导力科学、人力资源管理以及企业文化构建；是国内知名的实战派专家。

曾在国内 985 高校任职大学教授，具备丰富的理论框架知识；同时深耕咨询行业十几年，长期担任华为、中集等知名企业管理咨询顾问，并辅导多国内多家大中型企业，取得不错的管理成效，其咨询行业主要集中在制造业、高新科技行业、互联网行业、汽车行业、电力行业、服装行业、新零售行业以及国央企行业等。同时，刘教授曾经自主在珠三角地区创办三家企业，均取得不俗业绩和行业知名度。

刘善武教授担任广东省企业管理咨询协会副会长，广东省人才研究会副会长等协会关键要职，曾主导广东省绿色供应链协会整体运作，熟悉国央企以及协会等公司治理与管理流程运作。

Star Lecturer, Eddic China

Professor Liu Shanwu is a well-known practical expert in China, specializing in corporate strategy, leadership, HR management, and corporate culture.

He has both academic and consulting backgrounds, having served as a professor at a top “985” university and worked for over a decade as a management consultant for leading companies like Huawei and CIMC. His industry experience spans manufacturing, high-tech, internet, automotive, energy, apparel, new retail, and state-owned enterprises.

Professor Liu is also a successful entrepreneur, having founded three companies in the Pearl River Delta, and currently serves as Vice President of the Guangdong Enterprise Management Consulting Association. With a strong mix of theory and hands-on experience, he is widely recognized for his practical insights into enterprise management.

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