Strategic Human Capital Insights

[Case Study] What Needs to Change in Response to Strategic Change?

Case Analysis: Phoenix Strategic Performance 

How often does a significant strategic organizational shift occur, and then the follow-up implementation is treated as ‘business as usual’ (BAU)?  This happens more often than it should.  Why?  It appears to be less disruptive and seemingly easier.  However, we know it is organizationally naïve to believe that ‘business as usual’  will somehow meet new strategic goals.  Yet, this happens all the time.  In our latest case study, we focus on just such a change. 

There has been a dramatic change in the market place.  Our senior leadership has decreed a strategic change, however, there has only been an insignificant and painless amount of change in implementation of that strategy.  The change in strategy is in response to a dramatic shift in the marketplace - a ‘change in kind.’ 

When a change this big occurs, there must be a complete reevaluation the following four organizational issues:

  1. Organization Structure
  2. Operational Processes
  3. Human Capital  
  4. Managers and Change Management  

What Needs to Change in Response to Strategic Change?                             

No strategy lives in isolation.  Strategy changes must cascade throughout any organization.  In this case, the dramatic strategic change requires a reevaluation of structure, process and human capital.  Are all these issues in synch with the strategic change?  If not, they must all be reevaluated and realigned back to the strategic change.  Download our case study to learn more.

Structure, Roles and Competencies

With new strategy, it is likely that there are new roles and new competencies.  Have the role and competencies been reevaluated?  Have these new roles been communicated?  Have the new tasks been detailed with realistic time frames and required competencies defined?  


Remember, just because people are smart, doesn’t mean they are properly placed in the correct role and / or that they have the required new skills.

Download our case to see what happens

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Topics: Change Management

Posted by Joanne Flynn

Joanne Flynn

In 2014, Joanne Flynn founded Phoenix Strategic Performance, a strategic human capital advisory firm. Prior to this, Joanne was Vice President at Goldman Sachs for 10 years responsible for global learning and development. She then led the consulting practice of Phoenix Group International, a consulting firm specializing in global financial service. Joanne is now taking best practices from the people-intensive financial services industry and adapting those best practices to startup and growth businesses. She is a thought leader in the areas of strategic organizational alignment, organizational agility, human capital gap analysis, leadership challenges for the new workplace and transformation leadership.

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