Strategic Talent Planning

Strategic Talent Planning

Context

  • Engaged by the US Chief People Officer of a Multinational IT Services and Consulting Company to create a consistent framework for identifying high-potential leaders

Solution

  • Working collaboratively with the HR Director and Infrastructure Technology leaders across multiple departments to define the core leadership characteristics and performance requirements for VP and SVP roles
  • Mapping of current high potentials against the new framework to create a pipeline of future leaders that could be supported by all departments.

Results

  • A clear, consistent, and objective process for creating a pipeline of future technology leaders.

IT Strategy Validation

IT Strategy Validation

Context

  • Engaged by the Global CIO of a $1.5Bn. Medical Devices Company to help validate a 3-year technology strategy with the leadership team and extended leadership team
  • The strategy had been drafted by a few key individuals; the entire team needed to own it, preferably without fundamental change.

Solution

  • Translating the strategy to the departmental/functional level
  • Individual meetings with each head of function to gather feedback on the proposed strategic changes for their department
  • Production of a consolidated feedback report for the leadership team to review, followed by a facilitated meeting to present the revised strategy to the entire group for agreement.

Results

  • An optimized strategy validated and owned by the entire IT leadership team
  • Buy-in ensured that the strategy could be effectively communicated and rolled out throughout the organization, maintaining momentum.

Transition To New Global Operating Model

Transition To New Global Operating Model

Context

  • Engaged by the Global CIO of a Fortune 500 BioPharma to help the IT organization transition to a new operating model
  • A substantial minority were not in favor of the new model which required taking on much more specialized and standardized roles, leading to resistance to the new ways of working.

Solution

  • Developing and communicating a clear business case, including the rationale for the changes
  • Meeting people where they were at and actively listening to their concerns
  • Seeking to understand and address the root causes of resistance
  • Role modeling and engaging change champions at multiple levels; nurturing those who were ‘on the fence’
  • Building a supportive culture around the change, such as through skill building
  • Creating accountability and ownership
    Recognizing not everyone would adopt the change and developing pathways.

Results

  • Removal of major obstacles to transition
  • Increased ownership
  • Accelerated transition to the new operating model.