EXECUTION: LINKING STRATEGY, PEOPLE
AND OPERATIONS
STRATEGY PROCESS 3. SUCCESSION PLANNING
1. CUSTOMER PREFERENCE : fills the leadership pipeline with the basis of a
: primary goal to win the preference strong succession plan
2. COMPETITIVE ADVANTAGE BUILDING BLOCKS FOR A ROBUST PEOPLE
: creates sustainable competitive advantage PROCESS
1. PEOPLE LINKAGE
3. SHAREHOLDER INVESTMENT : leaders must ensure that their employees and
: ensures safety of shareholder investment their company goals and objectives are aligned
BUILDING A STRATEGIC PLAN 2. LEADERSHIP PIPELINE
1. LINE PEOPLE : leaders must assess their employees for
: collect date and use analytical tools potentials to become future managers or
executives
2. BUSINESS LEADERS
: develop substance of the strategic plan 3. MENTORING NON-PERFORMERS
: leaders must conduct a talent review to identify
3. COLLABORATION the non-performers in the organization
: everyone can contribute to the strategic plan
through guided group work 4. HUMAN RESOURCE LINKAGE
: leaders must integrate the practices of their
CONSIDERATIONS FOR A STRONG human resource department to company strategy
STRATEGIC PLAN and operations
1. EXTERNAL ENVIRONMENT
: leaders must scrutinize their environment and OPERATIONS PROCESS
understand it well 1. SET TARGETS
: establish realistic goals and objectives
2. EXISTING MARKETS
: leaders must be aware of the needs and buying 2. DEVELOP ACTION PLANS
behaviors of their customers : propose plans to execute strategies and achieve
goals
3. GROWTH OPPORTUNITIES
: leaders must assess the needs of their 3. CREATE CONTINGENCY PLANS
organization to gain potential progress and : create specific alternative courses of action to
development overcome obstacles
4. COMPETITION CULTURE AS COMPETITIVE ADVANTAGE
: must continuously monitor the emergence of 1. TALENT RECRUITMENT
new entrants 2. EMPLOYEE RETENTION
3. CUSTOMER LOYALTY
PEOPLE PROCESS 4. RETENTION
1. ACCURATE EVALUATION
: robust people process evaluates individuals SETTING THE CLIMATE CULTURE
accurately and in depth 1. DEFINE THE CULTURE
: identify the driving org values, beliefs and
2. LEADERSHIP DEVELOPMENT behaviors
: provides a framework for identifying and 2. ALIGN THE CULTURE
developing leadership talent. : turn company into ongoing norms of behaviors
3. MONITOR THE CULTURE
: support bus. environment and solicit feedback
