In today’s turbulent business world, most companies find themselves in a complex, competitive environment in which the formulation and execution of strategy are more critical than ever before. When companies fail to deliver on their promises, most blame poorly designed strategy.
No worthwhile strategy can be planned without taking into account the organization’s ability to execute it - strategies most often fail because they were not executed well. Things that are supposed to happen don’t happen. Either the organization’s aren’t capable of making them happen, or the leaders of the business misjudge the challenges they face, or both.
HR leaders need to provide strategic insights on how the firm’s human capital can best deliver on its’ strategic business objectives. Participants will learn and use a variety of strategic tools, frameworks and mindsets to better understand the company’s business strategy and business model, their competitive position of their industry, and it’s human capital value proposition for competitive advantage. HR leaders will have a firm grasp of the key concepts, models and language of strategy and the implications strategy has on the design, capabilities and deployment of the workforce. Special emphasis is placed on connecting strategic and tactical organizational design issues, budgeting and analytics, developing a high performance culture, and how it can create new organizational possibilities.
5 KEY TAKE AWAYS
1 Understand the relationship between a firm’s competitive strategy and the organizational structure and resources that enable it to implement that strategy.
2 Apply scenario analysis in modeling uncertain, competitive business environments to balance risk and innovation to be better prepared to address external and internal human capital demands.
3 Develop systems and blueprints for horizontal business and HR strategies that coordinate the sharing of resources and the transfer of knowledge between/across business units and functions.
4 Learn effective organizational design principles and tactics in both traditional and innovative organizations, with special emphasis on organizational forms that can provide strategic advantage.
5 How to identify, define, adapt, implement, and maintain a robust multi-national company culture
WHO SHOULD ATTEND?
Upper Middle - to Senior level leaders who are deeply involved in the development of business and HR strategy at the corporate, business or functional level in their organizations.
- » CHRO/VicePresident
- » GeneralManager
- » Director or Senior Director
- » Corporate or Business Strategic Planner
- » Consultant
- » Functional Directors in Marketing, Finance, Operations, or IT
- Delivery Type: Group Live
- Pre-requisites: None
- Level: Advanced Training
- This Program is worth 35 NASBA CPE credits and 20 HR Business credits
- Registration will begin at 08.00 on Day One.
- The program will commence at 08.30 each day and continue until 16.30.
- There will be two refreshment breaks and lunch at appropriate intervals.
Program taught in: