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:
- Organization Structure
- Operational Processes
- Human Capital
- 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.