Talent and Transformation s.a.r.l is a European-headquartered management consultancy

Strategy Alignment and Enablement

We support clients in assessing and defining their business strategy to render sustainable competitive advantage and to originate future growth opportunities.

Talent & Transformation works with clients to craft robust corporate and operational unit strategy, and to create alignment throughout the organization. Our strategy consulting is industry-specific. It is geared to address both specific strategic issues -such as scenario planning, market assessment, digital transformation and strategic planning process re-engineering -as well as broader strategic challenges and questions, Targeted Operating Model; macro and micro environmental variables and cost base optimization. We define effective strategy and rapidly transform strategy into action, to improve performance, and position your organization to address future opportunities, trends and risks. Organizational transformation through effective strategy is our core competence. It begins with assessing the prevailing strategy-setting method, to detect whether any of the classical factors (as expounded by Minzberg’s 5 P Model) that detract from strategy-setting efficacy are present. Factors such as strategy-setting by (unscientific) Discourse that allows the ‘loudest and strongest’ to push through the strategy that that suits them, or strategy setting as a Pattern, which can cause Strategic Drift. There are many more factors that hold peril for strategy setting, that our specialists are accustomed to managing.

Strategy
Alignment & Enablement Talent and Transformation

Strategic Challenges:

Not all people not connected to strategy.
The Targeted Operating Model is sub-optimal in terms of being forward-looking and agile.
Our strategy is pretty much the same as last year’s – with exception of a few projects here and there, and new targets.
We are more connected to the strategy than to the market. The strategy now drives us, and not vice-versa.
We are already too deeply invested into he present strategy to be able to change much for the medium-to-long-term future.
The CEO has articulated their Five-Year Plan, but a lot can change in five years – how can we gear up to our own change course if the CEO changes his / hers?
The diverse contexts of compliance is hard to manage in the current strategic configuration.
There exists a significant lag time between setting strategy and achieving objectives.
Goal-setting is painful.
If you asked an employee lower down in the hierarchy, such as a frontliner, what the corporate imperitives are, they would’t be able to say.
We in H.R know what H.R’s strategy is, having has it cascaded from the CEO to us, but we don’t know what the strategies of the other departments are, and neither do they know ours, so how can we support another and ‘act as one organization’ under these circumstances?
Optimizing your strategy-setting process.
Transforming the strategy-setting framework to being strategically more forward-looking and agile, giving greater control and visibility over strategic actions.
Reducing the lead time between innovation and getting results.
Crafting and implementing a goal-setting methodology that establishes clear goals across teams and geographies, resulting in clarity on priorities and responsibilities.
Assessing your Targeted Operating Model’s capacity to accelerate momentum; lock in value; reduce risk and costs, and respond to the need to rapidly pivot to new priorites.
Assessing Organizational Readiness to successfully execute strategy, and produce a roadmap to address Organizational Gaps.
Rendering a strategy for the People side of an M&A integration.
Assessing your strategy’s capacity to be able to accommodate emerging drivers of cost reduction; scalability; productivity and innovation, such as automation; outsourcing and the freelance economy; artificial intelligence; discretionary effort and smart organizational structure.