Optimal resources & capabilities

Do you recall any past instance where the strategy failed due to inadequate budget or necessary skills in the team? We experience this almost all the time as clients are unable to assess the resources and/or capabilities required to execute the strategy outlined. Ironically, many times this is the reason why we are engaged in the first place – to augment the capabilities or capacity at the client. Budgeting is often top-down, working backwards from the fund available. This leads to a forced constraint on the team down the line to implement with what is available. Sometimes it leads to higher efficiency of operations, and other times it leads to lower effectiveness of outcomes. Rarely do we see the balance between efficiency and effectiveness, which such constraints were expected to result in. As organisations are adopting new operating models to adapt to the digital age, traditional methodology of budgeting is getting replaced for innovation and agile methodologies. Similar to the approach on budgeting, our experience indicates a significant gap in clients’ ability to assess and/or build-up team’s capabilities to implement the strategy is an area where. This has its roots in the way talent management as a function been governed – more reactive, and hence always lagging behind in providing the essential skills for implementation. Strategy, and especially disruptive one, is expected to transform an organisation for large scale impact. Could an organisation achieve transformation without first having transformed the capabilities of the people who are implementing? Here also, organisations are adopting newer rules of talent management, as their entire operating model is undergoing a change. We almost always first recommend our client on the actions required to bridge the gap in capabilities, and then support implementation through augmentation support. Unfortunately, lack of sufficient action on the former prevents a sustainable model to be in place. Learning #4 Before signing-off on the implementation, critically assess the resources and capabilities required, preferably through newer models that are conducive for agile methodologies

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