When the overall landscape changes, do you follow your map or adjust your path?

Adjusting to changing environments is not only important in life but also in business. HR functions are not always known for being agile and adaptable, but this needs to change. And it is changing. HR can make a big difference by closing the gap between strategy and execution through the one asset in the company that makes the biggest difference – its people.  

Setting an HR Strategy is not a “tick-the-box” activity. In one of our recent research articles (link below), it is emphasized that while it is important to prioritize key strategic initiatives, it is critical to also define the sustainable practices to be introduced alongside the investments to sense changing needs and adapt in real time. Check out the article here: us-hc-disrupting-the-status-quo.pdf (deloitte.com)  

Asking the following questions can help focus your efforts on the areas that will deliver the maximum return on your investment: 

• Is this initiative advancing our business strategy or addressing a key business challenge? If not, should it be de-prioritized? 

• What sustainable practices would need to be introduced alongside this investment to sense changing needs and adapt in real time? 

• Does our list of initiatives leave capacity to flex if it needs change? 

Last month, my colleagues and I supported a client to adjust and focus their path forward to adapt to the changing environment and accelerate the overall organization strategy. We set up a two-day Strategy Lab for HR at our Greenhouse Lab at the Deloitte office. So, what is the Greenhouse Lab? It’s an innovative physical space taking participants outside of their everyday environment. The labs are designed to disrupt conventional thinking, spur creativity, bring about new perspectives, and lead to tangible solutions through break-through thinking. 

We took the team through a structured thought process covering the overall organization strategy, pinpointing the value drivers, the implications on people, the needed HR outcomes and the needed actions or investments to set the right foundation to deliver. In the end, the client walked away with:

• HR owned outcomes tied to business strategy 

• Future view HR Operating Model based on strategic design choices 

• Map capabilities, tools, technology and organizing constructs needed to deliver on the outcomes 

• Defined and prioritized initiatives to make the leap 

Do you need support in tackling future challenges in areas such as HR strategy, people strategy, HR operating model? Are you curious to try out the Greenhouse Lab experience together with your team? My colleagues and I would be more than happy to connect to discuss this.