Interdisciplinary business and management methods applied by business objectives in the multi-disciplinary
Diversified businesses as a form of business, but there is a difference between SOEs and non-state enterprises. For state enterprises, in areas of the state economy founded enterprises with investment capital of the state capital is as important as macro-economic regulation. So each state enterprises should focus on developing strong business its resources must be invested in goal-oriented and specific. If multi-sector should be developed close business, direct support for business and industry within the permissible limits. There should be no notion where to invest the profits made since then, with the special advantage of state-owned enterprises where the investment can be profitable.
To pursue multi-disciplinary strategy, the first problem is to control the lightning again business is business. The goal is to help businesses identify which sectors, the unit should continue to develop, any trades, the unit does need to put out lists of business, and enterprises should enter the field new business or not, there are two approaches:
(I) Use planning matrix lists BCG (Boston Consulting Group), helping administrators to identify funding flows from operations in different business categories and helps determine whether to to change the mix of business units in this category or not.
(Ii) According to Gary Hamel and CK Prahalad, a business as a portfolio of core competencies. Under this approach, business development is oriented to maintain core competencies, create new capabilities, enhance this capability by applying it to new business opportunities.
Here are some steps to apply management methods with the goals of the interdisciplinary enterprise:
First, establish a set of strategic objectives top-level: setting targets for the whole enterprise objectives for each sector and each business unit; long-term goals and short-term goals .
Second, build an action plan based on the following objectives: to build specific plans for each sector and each business unit, each staff member, building long-term plan, short-term plans.
Tuesday, allocating targets and plans for each department, each employee: other forms of distribution, establishing institutional mechanisms and activities of business units.
Wednesday, mode of management and administration: applying the method of management, administration and supervision of each type of business suit.
Thursday, periodic evaluation and adjustment: determining content and evaluation indicators, and other forms of evaluation methods to adjust goals and plans.
( Nguyen Viet Cuong – Chairman KOSY Company)
(The article was published in the Journal of Science and Technology-Vietnam News Agency, special 6 / 2010)