Strategising is always challenging for organisations. Leaders need to be able to sense discontinuities and be prepared to adapt. Problems encountered in strategic analysis are usually novel and requires a lot of sense making. Equally difficult is implementing a strategy once it has been formulated. New strategies require changes to current capabilities and patterns of behaviour. Leaders often encounter difficulties dealing with all these. Most people seek predictability and prefer to remain within the comfort zone of the familiar.
They bring a more objective view of the realities before an organisation and the options that can be considered. This is the reason many organisations rely on strategy consultants to help them navigate through the ambiguities and discontinuities in the environment.
We provide a number of services to assist clients. This include strategy workshop facilitation, strategy analysis and formulation as well as assisting clients with strategy implementation.
Our strategy workshop facilitation service is designed to help clients undergo a systematic process in examining their strategic issues and decide on their future strategy.
We customise our approach to suit the clients’ problem distinctive situation. This will involve having our consultants engage the stakeholders in the clients’ organisation to understand the issues they are trying to address.
The input from these engagements will then be used to design the workshop. Prior to the workshop, a pre-workshop briefing will be held for all participants to ensure everyone comes prepared to the workshop. This way the workshop will be able to focus on key strategic issues and tap into the collective wisdom of the participants. Our consultants will help clients analyse issues and help them explore options.
Our prime focus is to help clients gain a deeper understanding of their competitive environment and the challenges the organisation has to deal with. We also assist clients assess their internal capabilities and how it can help or hinder their ability to change and respond to external challenges. We guide our clients in defining their strategic intent and deciding how to compete in the future. This includes helping them identify steps to create competitive distance from their rivals.
Once this is done, the strategy has to be communicated effectively. Our belief is that a client’s strategy should be communicated in a lucid and easy to understand manner to members of the organisation. One of the tools we use to help clients describe their strategy as shown in Hambrick and Frederickson’s Strategy Diamond.
The ultimate value from a strategy comes when it is implemented. Quite often, a new strategy reflects an organisation’s response to new challenges in the external environment. Yet, most organisations develop capabilities to perform current activities and deliver their current value.
Over time, these capabilities provide predictability and operational reliability. The transition from current capabilities to the new capabilities needed to implement the new strategy can be disruptive and difficult. Organisations can face inertia and resistance.
Developing new capabilities is not always easy. We assist our clients manage their strategy implementation through a number of services
The purpose of SIRA is to gauge an organisation’s readiness to implement its strategy. This includes assessing the readiness of the leadership team to lead the strategy implementation, evaluate the extent current capabilities have to adapt to support the strategy and the readiness of the work force to commit and support the new capabilities required by the strategy. Assessing current capabilities includes examining the organisational structure, business processes and the organisation’s portfolio of competencies. Strategy shifts often require changes to current capabilities and the competencies portfolio supporting them.
The transition to a new strategy requires the realignment of an organisation. The findings from SIRA will be used to perform this realignment. This realignment will involve the 4Cs, i.e. four levels of change. These are cognitive realignment, commitment realignment, capabilities realignment and competencies realignment. A misalignment between these 4 is bound to frustrate the implementation of a strategy. Cognitive realignment is about the mindset change needed to support the strategy. Commitment realignment is about getting the work force on-board the new strategy. Capabilities realignment is about changes to the structure and processes. Competencies realignment is about changes to the organisation’s competencies portfolio.
The realignment of the 4Cs prepares the organisation to make its journey to its desired future state. The journey itself need to be guided by a temporal model of the milestones to the end point. We assist our clients do this by developing a strategy roadmap to model this journey. This roadmap depicts the critical activities and their intended outcomes.
Clients who need an end-to-end solution can include activities such as SIRA, 4Cs Strategi Realignment and Strategy Roadmapping later on. We will be happy to discuss your requirements and on how we can assist you with your strategising effort.
Badan berkanun or a government agency can attain financial independence and greater autonomy by attaining BBDS or BBDSB status. This designation signifies the organisation's ability to make decisions independently and operate without relying on direct financial assistance from the government budget.
Partnering with HumanCap ensures you receive expert guidance and support to navigate the complexities of transitioning to BBDS or BBDSB status. Together, we will assist you in:
a) Deriving a practicable strategy and plan that could be implemented in your journey to assuming the status.
b) Conducting financial and human capital feasibility studies and developing actionable plans for your BBDS or BBDSB journey.
c) Developing a comprehensive implementation and change management plan to minimise disruption of business performance, achieving successful business transformation that is sustainable.
Assess the current financial, people, and operational readiness, identifying challenges and opportunities to achieve autonomy. The deliverables include financial analysis for the past 10 years, financial forecast for the next 10 years, revised financial system processes, policies and procedures for BBDSB migration.
Develop a plan outlining objectives, strategies, new frameworks for finance and human capital, along with transition timelines to BBDS/BBDSB status. This plan encompasses the revised scheme of transition processes for BBDSB status, revised Human Resources (HR) system processes, policies, and procedures for BBDSB migration, and a communication plan.
Execute the transition plan. Establish and monitor Transformation Management Office, making changes to financial, human capital, governance, and operational practices as outlined, while also incorporating proactive risk management and change management strategies to ensure long-term sustainability.
