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

Joanne T. Flynn heads up the human capital advisory group, Phoenix Strategic Performance, Inc. Previously, she was a Managing Director with Phoenix Group International and was Vice President / Director of Global Learning and Development at Goldman, Sachs for nine years. Joanne works with organizations as they face global growth and competitive challenges. She works with her clients to be both externally focused and internally responsive. With her unique background, she aligns competitive strategic efforts with related internal organizational leadership challenges. With the benefit of her career-long focus, Joanne contributes the unique insight of aligning strategy to internal organizational structure and process. She focuses on human capital relative to strategic initiatives, accelerated business growth, value creation, and business development. Joanne holds a Master of Arts degree in Business Management from the University of Oklahoma. In addition, she holds a double degree major in History and German from St. Elizabeth University, as well as certificates from a variety of leading universities and professional training and development organizations. Joanne has recently published her latest book, Accelerating Business Success, The Human Asset Management Strategy.

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