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Currently viewing the tag: "growth strategy"

Srategic Human Res Stock Image 2Today’s information-based, knowledge intensive, and service-driven economy has forced organizations to make substantial changes to the way they compete.  Changing perspective and responsibility of top management amidst rapid Business and Digital Transformation and the shifting role of HR from being an auxiliary function to that of a driver are some of the dynamics of the evolved competition.

This evolution of Competition has been reached by passing through 3 phases:

  1. Competition for Products & Markets
  2. Competition for Resources & Competencies
  3. Competition for Talent & Dreams

Throughout the evolutionary phases of competition, the focus of Growth Strategy, the tools used, and the key strategic resources have been shifting.  The strategic objective of front-running organizations is on continuous evolution and Transformation, and motivated Human Capital is their key resource.  This realization is now at the forefront of Strategy Development as competition for scarce Talented Human Resources becomes more intense.  However, modern-day managers are still using old tools to deal with an emerging reality.

Dexterity in leadership and management is a prerequisite for leaders now.  Research suggests that the 3 important changes that the CEOs must make in terms of their strategic perspective are in:

  1. Strategic Resources
  2. Value Creation and Distribution
  3. Role of Senior Leadership

More on this topic in our editable PowerPoint presentation on Strategic Human Resources.

With the fast-changing focus in Strategy, Human Resource Managers are finding themselves leading the strategic charge.  However, a large majority is ill prepared for the role.  With Human Capital becoming key strategic resource and basis of Competitive Advantage, HR must adopt 3 core processes to evolve into the strategic HR function that has become their new realm:

  1. Building
  2. Linking
  3. Bonding

Let us delve into the first 2 core processes to strategic HR function in a little more detail.

1. Building

The first core process of Building is all about creating human resource systems, processes, and culture to counter the deep-rooted bias towards financial assets and recognize the value of Human Capital.  For instance, Microsoft annually scans the entire pool of 25,000 U.S. computer science graduates for the best 500 to be given offers, of which 400 – top 2% of that year’s graduates – accept.  This only fills 20% of the positions.  For the rest, Microsoft maintains industry linkages with 300 recruiting experts who scour the industry for the best and the brightest individuals, often wooing them for years.

2. Linking

Developing Knowledge Sharing Networks is core to leveraging Human Capital.  Converting individual expertise into embedded intellectual capital is what linking is all about.  For example, British Petroleum in the 1990s introduced the Knowledge Management and Organizational Learning program.  The main feature of the program was the “Peer Assist” where frontline workers in one location would help solve a problem for workers in another location without the usual hierarchy intervening.  Peer Assist was augmented by the “Peer Groups” of business units—i.e. business units engaged in the same assisting activities as frontline individuals.  This way managers of decentralized operations compare experiences and share ideas.  Once this Information Sharing Network took root it was supported by setting up information-sharing infrastructure – e.g., video conferencing, chat rooms, video clip encoders etc.

Interested in learning more about the details of the 3 Core Processes required to evolve your HR into a strategic HR function and Key Actions needed to implement these?  You can download an editable PowerPoint presentation on Strategic Human Resources here on the Flevy documents marketplace.

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The purpose of Human Resources (HR) is to ensure our organization achieves success through our people.  Without the right people in place—at all levels of the organization—we will never be able to execute our Strategy effectively.

This begs the question: Does your organization view HR as a support function or a strategic one? Research shows leading organizations leverage HR as a strategic function, one that both supports and drives the organization’s Strategy.  In fact, having strong HRM capabilities is a source of Competitive Advantage.

This has never been more true than right now in the Digital Age, as organizations must compete for specialized talent to drive forward their Digital Transformation Strategies.  Beyond just hiring and selection, HR also plays the critical role in retaining talent—by keeping people engaged, motivated, and happy.

Learn about our Human Resource Management (HRM) Best Practice Frameworks here.

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Growth strategy is typically the crux of any organization’s business strategy. Achieving sustainable growth is a challenge faced by all companies, whether you’re just a startup or a gorilla.

There are several main barriers that inhibit continued growth. These include coming up with break-through innovations, execution challenges, and balancing growth at the expense of profitability.

In framing the growth challenge, there are typically 3 “horizons” a company must cross and overcome. The first is to extend and defend it core business. This is critical for near-term performance and, oftentimes, too much of a focus. Successfully growing through this horizon requires very strong operational managers and leadership. The second horizon is to build emerging businesses. The objective is to drive or invest in ventures that leverage or replicate the existing business model and capabilities. Successful navigation through this horizon requires entrepreneurial members and business builders. The final horizon focuses on creating viable options for future growth. This requires input from “visionaries” and unconventional thinkers.

LearnPPT has a comprehensive Growth Strategy toolkit, which discusses these growth challenge and presents several frameworks in addressing, creating, and managing sustainable business growth. You can find the document here:

This toolkit is 31 slides. It presents and compares the traditional approach to growth strategy, such as Porter’s Five Forces, to the newer age Blue Ocean Strategy methodology of creating an uncontested market. In addition, it lays out a framework for undertaking a growth strategy project initiative. (You can find a detailed description of the document at the bottom of this post.)

LearnPPT is a leading online resource for presentation materials. Its range of products range from PowerPoint templates to business strategy frameworks (like the one on pricing strategy). All documents were created for an by top management consulting firms. Since its founding in 2010, the LearnPPT documents have been used by customers in Fortune 500 companies, top MBA programs, and leading management consultancies across over 45 countries.

DETAILED DESCRIPTION OF THE GROWTH STRATEGY TOOLKIT

The Growth Strategy Strategy Toolkit is a 31-slide PowerPoint. It contains both instructional slides about growth strategy frameworks and editable templates. This document is divided into 4 sections:

  • Growth Challenge (6 slides)
  • Traditional Strategy Thinking (5 slides)
  • Modern Strategy Thinking (11 slides)
  • Growth Strategy Project (5 slides)

Growth Challenge
In this first section, we explain how all companies are faced with the challenge of achieving sustainable growth. Specific growth challenges and situations are identified and explained. We show how a successful company must navigate across 3 growth “horizons,” which involve both optimizing the existing core business and creating new ones. Specific barriers and paths to growth are enumerated.

Traditional Strategy Thinking
This section discusses the focus and thinking of traditional growth strategy frameworks, such as Porter’s Five Forces and the GE-McKinsey Matrix. There is a deep dive into Porter’s Five Forces, including template slide for presenting a Porter’s Five Forces analysis summary.

Modern Strategy Thinking
This third section is the largest section of the document. It includes a detailed comparison between Traditional Growth Strategy Thinking versus Modern Growth Strategy Thinking across the areas of industry, strategy, market, resources, among other components. The focus is on teaching the Blue Ocean Strategy framework, include the related topics of portfolio positioning, value identification, and value curves. Specific examples are provided, along with template slide for presenting a Value Curve analysis summary.

Growth Strategy Project
This final project teaches how to conduct an actual growth strategy project. A three-phase approach to strategy development is introduced. Specific work streams, activities, and deliverables are identified for each phase of the project. This is the same approach to conducting a growth strategy engagement used by many strategy consulting firms.