Beruflich Dokumente
Kultur Dokumente
Presented By Group-6
ABHISHEK VERMA
NIKITA RANJAN
SUMEET AGARWAL
MD. FAHAD KHAN
PRARTHANA BIHARI
Enabling success
Enabling success is concerned with the two way relationship between overall
business strategies and strategies in separate resource areas such as people,
information, finance and technology.
Managing people
• The knowledge and experience of people can be the key factors enabling the
success of strategies.
• But they can also hinder the successful adoption of new strategies too.
• The relationship between people and successful strategies goes beyond the
traditional agenda of the HR function and is concerned with behaviors as much as
competences.
People as resource
The traditional HR activities can help enable successful strategies in the following
ways:
• Audits to assess HR requirements to support strategies and/or identify people
based core competences on which future strategies might be built.
• By goal-setting and performance assessment.
• Rewards for team work
• Recruitment is a key method of improving strategic capability in many
organizations. Redeployment and redundancy planning are important in all
organizations facing change. Succession planning is important for future
leadership.
• The existence of uniquely competent individuals in an organization will not be a
robust source of long-term strategic advantage .
• Training and development are also important factors for enabling successful
strategies of any organization.
People as behaviour
People’s behavior is an area where the day-to-day actions of individual managers
can contribute significantly in enabling the success of business strategies. For this
they need to understand the relation between their action and organization’s
strategies. Like:-
Seeing their role as people-oriented ‘shapers of context’ and not just as
analytically driven ‘master planners’.
Understanding the relationship between behavior and strategic choices.
Being realistic about the difficulty and time scales in achieving behavior
changes.
Being able to vary their style of managing change with different circumstances.
Teams in organizations must be capable of operating different styles
simultaneously.
Organising People
Some of the implications how people might enable strategic success in the modern
world are :
A. The HR function
There are four broad roles that an HR function could fulfil in enabling successful
business strategies:
• As a service provider to line managers who are carrying the strategic responsibility
for the HR issues.
• As a regulator ‘setting the rules’ within which line managers operate
• As an advisor on issues of HR strategy to line managers ensuring that HR policies
and practice are in line with the best organisational practice.
• As a change agent moving the organisation forward.
B. Middle (line) managers
• Whether it is realistic to expect line managers to be competent HR
professionals.
• The short-term pressures to meet targets do not help line managers in taking a
more strategic view of people-related issues. Downsizing and delayering have
left the remaining managers too busy.
• Trade unions and professional associations have tended to resist a dispersion
of responsibility for HR strategies.
• Managers may lack the incentive to take on more of the formal HR activities,
either directly in their pay or grade or indirectly in their judgement as to
which competences make them more marketable outside the company.
Implication for managers
• There must be activities to ensure the maintenance of
competitiveness.
• Shorter development times for new features. These, in turn, might give purchasers
advantage with their customers.
• Product or service reliability and diagnostics are being improved (e.g. engine
management systems in cars).
• Personalized products or services are increasingly being offered without price
premium (e.g. customizing computer architecture for each purchaser).
• Barriers to entry for potential new entrants may be lowered by reducing the
economies of scale. In some cases, barriers may be raised as technologies become
more difficult to master and products more complex.
• Substitution may be assisted by technology at several levels.
• The relative power of suppliers and buyers can also be changed by technology.
• Competitive rivalry amongst organizations can be raised through this process of
generic specifications or diminished if one firm develops a new product or process
which it is able to patent.
Technology and strategic capability
• To tie future developments to a single technology that an organisation has mastered can
be both inappropriate and unduly risky.
• Core competences may be found in the processes of linking technologies together rather
than the technologies .
• Dynamic capabilities may be important in a rapidly changing and competitive world.
Enabling processes
Some of the following processes may be of crucial importance in enabling
success through technology:
Scanning the business environment (both technology and market
developments) and spotting the opportunities for gaining advantage and the
potential threats to current business.
Resourcing developments adequately, but not over-generously, so as to ensure
a good return for the investment.
Developing or acquiring technology