In today’s turbulent business world, most companies find themselves in a complex, competitive environment in which the formulation and execution of strategy are more critical than ever before. When companies fail to deliver on their promises, most blame poorly designed strategy. No worthwhile strategy can be planned without taking into account the organization’s ability to execute it – strategies most often fail because they were not executed well. Things that are supposed to happen don’t happen. Either the organizations aren’t capable of making them happen, or the leaders of the business misjudge the challenges they face or both. HR leaders need to provide strategic insights on how the firm’s human capital can best deliver on its’ strategic business objectives. Participants will learn and use a variety of strategic tools, frameworks, and mindsets to better understand the company’s business strategy and business model, their competitive position of their industry, and it’s human capital value proposition for competitive advantage. HR leaders will have a firm grasp of the key concepts, models, and language of strategy and the implications strategy has on the design, capabilities, and deployment of the workforce. Special emphasis is placed on connecting strategic and tactical organizational design issues, budgeting and analytics, developing a high-performance culture, and how it can create new organizational possibilities.
COURSE KEY TAKEAWAYS
- Understand the relationship between a firm’s competitive strategy and the organizational structure and resources that enable it to implement that strategy.
- Apply scenario analysis in modeling uncertain, competitive business environments to balance risk and innovation to be better prepared to address external and internal human capital demands.
- Develop systems and blueprints for horizontal business and HR strategies that coordinate the sharing of resources and the transfer of knowledge between/ across business units and functions.
- Learn effective organizational design principles and tactics in both traditional and innovative organizations, with special emphasis on organizational forms that can provide strategic advantage.
- How to identify, define, adapt, implement, and maintain a robust multi-national company culture.
WHO SHOULD ATTEND
Upper Middle – to Senior level leaders who are deeply involved in the development of business and HR strategy at the corporate, business or functional level in their organizations.
- CHRO / Vice President
- General Manager
- Director or Senior Director
- Corporate or Business Strategic Planner
- HR Consultants
- Functional Directors in Marketing, Finance, Operations, or IT
CERTIFIED HR STRATEGY MANAGER COURSE CERTIFICATION IS DONE THROUGH LONDON SCHOOL OF BUSINESS AND FINANCE (LSBF)
LSBF has grown from a single college focused on professional qualifications to an international network delivering a wide range of degrees in partnership with a variety of schools and associations. The college now has campuses all over the world including the UK, Singapore, and Canada, as well as using the online platform InterActive to deliver education to students who can’t attend a campus. It is a member of Global University Systems (GUS), which is a growing network of 20 institutions and academic partners providing education to over 40,000 students worldwide. In 2013, LSBF won the Queen’s Award for Enterprise. LSBF won two Global Business Excellence Awards in 2014 for Outstanding Educational Service’ and ‘Outstanding Executive’.
- Strategy Overview
- Strategy Formulation
- Strategy Execution
- Business and HR Strategy Integration
- Organizational Design and Development
- Organizational Span of Control and Management Layers
- The Role of Technology in Organizational Design
- HR Budgeting and Control
- Developing Business Related HR Metrics
- Evolution and Integration of HR Analytics
- Linking Strategy and Organizational Culture
- Changing Organizational Culture
- Wrap Up and Review