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How can you build and maintain an effective talent strategy? Why do seemingly good strategies fail?
Strategy remains one of the most exigent of organizational challenges, and will continue to do so as long as business exists. Today, more and more corporations are waking up to the notion that strategy is not so much concerned with how quickly an organization can adopt the trends and new ideas that come along, but rather how several individual components of strategy can be skillfully and purposefully interweaved to create an organization brimming with confidence in facing its markets and competitors.
Strategy, therefore, is not about embracing the latest "big thing" in the vain hope of remaining relevant; it is about the art of alignment. According to CIO Magazine, alignment is not a destination you reach, it is a road you travel. Ensuring your organization remains on the right path thus becomes the driving force behind success.
With this Briefing you can get up to speed on some of today's most important strategic challenges.
Articles:
Strategy gone bad: doing the wrong thing
What is strategy? Countless books, MBA programs, executive education initiatives, and consultants are available to answer this question in excruciating detail. But let's cut to the chase. Strategy is what a company does, or doesn't do, to fulfill its vision in a competitive marketplace.
Originally published in the Handbook of Business Strategy
Volume 5 Number 1, 2004
Build better decisions: strategies for reducing risk and avoiding surprises
Did you ever make a business decision without all the facts? Did you learn something after you implemented your decision that you would have changed had you known it sooner? If the answer to either question is "Yes", chances are you lost money, time, morale and the competitive advantage. All of these could easily be avoided with business intelligence.
Originally published in the Handbook of Business Strategy
Volume 5 Number 1, 2004
Build a talent strategy to achieve your desired business results
Successful companies make their talent strategy part of their strategic planning process and integrate it into daily operations. They strive for the alignment of their talent with the organization's vision, goals and business strategy. When combined with the alignment of the tools and systems used by employees, these organizations are positioned to effectively compete and win in the marketplace. However, positioning your organization for success is one thing, while making it happen is quite another.
Originally published in the Handbook of Business Strategy
Volume 5 Number 1, 2004
Managing health care costs: back to basics
The cost of employer-sponsored health-care benefits continues to increase at an alarming rate. In its 2002 Annual Survey of Employer Health Benefits, the Kaiser Family Foundation reports an annual rate of increase of 12.7 percent for employer-sponsored health insurance costs.
Originally published in the Handbook of Business Strategy
Volume 5 Number 1, 2004
Strategic reframing in view of a business upturn
The economic cycles are like the weather, largely unpredictable. After an extended period of rain, most likely the sun will shine again. After a long and damaging downturn, some economists are now forecasting a recovery. Of course, economists are at their best when they predict the past, and caution may still be in order. Be it as it may, crisis management is like antibiotics; it can be very effective, but it cannot be prescribed for an extended period of time. So, the time has come for the leadership to assess the impact that the slump has had on the organization and to take a fresh look at the strategic options.
Originally published in the Handbook of Business Strategy
Volume 5 Number 1, 2004
Why good strategies fail
From lack of focus to competency gaps and other causes, good strategies can be saved with preventive actions. The business news is filled with stories of corporate failure. From the recent dot-com busts to the once-powerful companies whose fortunes have slipped, these unhappy endings are often the result of one thing: good strategies gone bad. And the underlying cause is usually poor execution.
Originally published in the Handbook of Business Strategy
Volume 5 Number 1, 2004
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