Post on 19-Jun-2015
description
Strategic considerations
by Toronto Training and HR
October 2013
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CONTENTS5-6 Enabling strategic success7-9 Broad strategic styles10-11 Essentials to execute strategy12-13 Systemic strategic behaviour14-15 Five forces model of industry competitiveness16-17 Diffusion of innovation18-19 Why should an organization grow?20-25 Sustainable growth26-27 Funding and the location of R & D28-29 Developing or acquiring technology30-31 Resource integration in a new product launch32-33 Leadership development strategy34-35 Mistakes with leadership strategy36-37 Communicating strategy at the technical core38-39 Technology strategies in developing countries40-41 Strategic manufacturing priorities42-43 Questions to ask around HR strategy44-45 Anchor points for HR measurement46-47 Steps to strategy making48-49 Drill50-51 Conclusion and questions
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Introduction
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Introduction to Toronto Training and HR
Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:
Training event designTraining event deliveryReducing costs, saving time plus improving employee engagement and moraleServices for job seekers
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Enabling strategic success
Enabling strategic success
• Finance• Information• People• Technology
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Broad strategic styles
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Broad strategic styles 1 of 2
• Classical strategy• Adaptive strategy• Shaping strategy• Visionary strategy
Broad strategic styles 2 of 2
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Adaptive Shaping
Classical Visionary
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Essentials to execute strategy
Essentials to execute strategy
• Start with people• Establish a base level of
competence• Create coaching and
mentoring programs• Rebuild and re-engage
your execution support structure
• Focus on the business impact of development
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Systemic strategic behaviour
Systemic strategic behaviour
• Seeking concentration• Seeking competencies• Seeking focus• Seeking an end game
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Five forces model of industry
competitiveness
Five forces model of industry competitiveness
• Buyers• New entrants• Competitors• Substitute goods or
services• Suppliers
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Diffusion of innovation
Diffusion of innovation
• Supply-side issues• Demand-side issues• The tipping point
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Why should an organization grow?
Why should an organization grow?
• Generate superior value• Obtain a superior strategic
position• Raise profits• Attract superior people• Gain better access to
capital• Attract strong alliance
partners
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Sustainable growth
Sustainable growth 1 of 5
KEY RESOURCES NEEDED• Strategic assets• Managerial talent• A talent incubator• Happy people• Networks/key strategic
relationships
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Sustainable growth 2 of 5STRATEGIES TO INFLUENCE SUSTAINED GROWTH• Value through select
customers• Developing large numbers of
new products that offer superior value to customers
• Distribution innovation• Monopoly/first-mover
advantage• Growth by means of
acquisitions• Addressing new customer
segmentsPage 22
Sustainable growth 3 of 5GROWTH STRATEGIES• Customer centric• Product development• Distribution• First mover• Acquisition• Adjacent space• Market intelligence• Differentiation• Fitness
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Sustainable growth 4 of 5GROWTH DRIVERS• Acquisitions• Strategy• Managerial talent• Excellent execution• Key strategic relationships• Leadership• Access to capital• Innovation• Focus on growth
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Sustainable growth 5 of 5GROWTH DRIVERS (CONTINUED)• Happy people• Simple, captivating business
model• Knowledge of customers• Customer enthusiasm• Discipline• Geographical expansion• Effective performance
measurement• Talent incubator• GDP growth
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Funding and the location of R&D
Funding and the location of R & D
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Developing or acquiring technology
Developing or acquiring technology
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Resource integration in a new product launch
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Resource integration in a new product launch
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Leadership development strategy
Leadership development strategy
• Single loop and double loop• Tickets to enter, tickets to
play and tickets to win• VUCA• Questions to ask
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Mistakes with leadership strategy
Mistakes with leadership strategy
• Failing to gain enough support from the CEO
• Confusing a leadership strategy with a succession plan
• Lacking a clear definition of what leadership means in the context of your business strategy and organizational model
• Ignoring the complementary power of the teamPage 35
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Communicating strategy at the technical core
Communicating strategy at the technical core
• Communicate strategic goals by their component pieces
• Constantly monitor and praise employees’ incremental contributions
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Technology strategies in developing countries
Technology strategies in developing countries
• Context• Level of investigation• Focus of interest• Core theoretical foundation
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Strategic manufacturing
priorities
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Strategic manufacturing priorities
• High quality• Low cost• High dependability• High speed• High flexibility
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Questions to ask around HR strategy
Questions to ask around HR strategy
• How do you manage talent?
• How do you engage in strategic business activities?
• How well do you measure HR effectiveness?
• What is your HR strategy?
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Anchor points for HR measurement
Anchor points for HR measurement
• Efficiency• Effectiveness• Impact
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Steps to strategy making
Steps to strategy making
• Frame a choice• Generate possibilities• Specify conditions• Identify barriers• Design tests• Conduct the tests• Make your choice
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Drill
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Drill
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Conclusion and questions
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Conclusion and questions
SummaryVideosQuestions