Human Strategic Thinking – WDP1 (Understanding the Landscape)

The Appleton Greene Corporate Training Program (CTP) for Human Strategic Thinking is provided by Ms. Petitpas Certified Learning Provider (CLP). Program Specifications: Monthly cost USD$2,500.00; Monthly Workshops 6 hours; Monthly Support 4 hours; Program Duration 12 months; Program orders subject to ongoing availability.

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Learning Provider Profile

Ms. Petitpas is a Certified Learning Provider (CLP) with Appleton Greene. She has over 30 years of experience in consulting, coaching, and training CEOs, executives, and management teams. She specializes in strategic thinking and planning, organizational development, human resources, and leadership. She is passionate about accompanying leaders in realizing and achieving their unique contributions, integrating the business and people aspects to create their desired impact on all stakeholders.

She has industry experience in the following sectors: Technology, Business Services, Biomedical, Consultancy, Manufacturing and Healthcare. She has worked with organizations with core activities in the following countries: Canada, United States, Mexico, and France, and more frequently within the following cities: Montreal, QC; Laval, QC; Québec, QC; Toronto, ON.

Her achievements include eight years as Founder of Polychrome, where she advises and coaches business owners and leaders to transform their organization and create value for all stakeholders based on their values and aspirations, capitalizing on the strengths of their teams; co-author of a book about strategic thinking, and is a regular contributor to LaReferenceRH.

Strategic thinking, management experience, and coaching have enabled her clients to reach significant insights and their organizations to evolve significantly and become more resilient, prosperous, and overall better as customer and employee experience providers.

To request further information about Ms. Petitpas through Appleton Greene, please Click Here.

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MOST Analysis

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Mission Statement

HR and people management, in general, do not exist in a vacuum. They can both support the implementation of strategies defined by others and be an impetus for change and value creation. To do so, it is necessary to understand the organization’s business. This first step will allow participants to gain further clarity on their circumstances, the different types of strategies, and the value drivers of significant importance, beyond their understanding of their industry. They will consider the various ecosystems, both internal and external, that strategic plans and initiatives cater to and depend upon for successful implementation.

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Objectives

01. Changing Perspective: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
02. The Evolution of Strategy: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
03. What is Strategic Thinking?: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
04. What do we mean by focusing on the Human Element?: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
05. About Strategic Plans: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
06. Who is my Organization?: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
07. My Organization’s Industry: departmental SWOT analysis; strategy research & development. 1 Month
08. Value Drivers: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
09. Stakeholders: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
10. Ecosystems: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month

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Strategies

01. Changing Perspective: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
02. The Evolution of Strategy: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
03. What is Strategic Thinking?: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
04. What do we mean by focusing on the Human Element?: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
05. About Strategic Plans: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
06. Who is my Organization?: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
07. My Organization’s Industry: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
08. Value Drivers: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
09. Stakeholders: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
10. Ecosystems: Each individual department head to undertake departmental SWOT analysis; strategy research & development.

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Tasks

01. Create a task on your calendar, to be completed within the next month, to analyse Changing Perspective.
02. Create a task on your calendar, to be completed within the next month, to analyse The Evolution of Strategy.
03. Create a task on your calendar, to be completed within the next month, to analyse What is Strategic Thinking?.
04. Create a task on your calendar, to be completed within the next month, to analyse What do we mean by focusing on the Human Element?.
05. Create a task on your calendar, to be completed within the next month, to analyze About Strategic Plans.
06. Create a task on your calendar, to be completed within the next month, to analyse Who is my Organization?.
07. Create a task on your calendar, to be completed within the next month, to analyse My Organization’s Industry.
08. Create a task on your calendar, to be completed within the next month, to analyse Value Drivers.
09. Create a task on your calendar, to be completed within the next month, to analyze Stakeholders.
10. Create a task on your calendar, to be completed within the next month, to analyse Ecosystems.

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Introduction

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The capacity to think strategically is crucial not just for top executives but also for leaders at all levels, as well as those responsible for implementing strategic plans. Strategic thinking enables organizations to navigate uncertainties, anticipate changes, and adapt to evolving business landscapes, ensuring long-term sustainability and competitive advantage.

Strategic thinking is not limited to understanding the market or competitors; it involves a comprehensive understanding of the internal and external factors that impact the organization. This includes recognizing the interplay between the business’s operational aspects, the human elements within the organization, and the broader economic, social, and technological environment. By integrating these perspectives, leaders can make informed decisions that align with the organization’s goals and drive value creation.

HR and People Management in Strategic Thinking

HR and people management functions play a vital role in the strategic success of an organization. Traditionally viewed as support functions, these areas are increasingly recognized as critical drivers of strategic initiatives. HR professionals and people leaders are uniquely positioned to influence the strategic direction of the organization by aligning human capital with business objectives.

HR’s role extends beyond the recruitment and management of talent; it involves fostering a culture that supports strategic goals, driving engagement, and ensuring that employees are motivated and equipped to contribute to the organization’s success. In this context, understanding the business landscape is essential for HR professionals, as it allows them to tailor their strategies to meet the organization’s needs and challenges.

The integration of HR into strategic thinking processes ensures that people-related factors are considered in every decision. This includes understanding how changes in the business environment may impact employee morale, productivity, and engagement, and how the organization can leverage its human capital to achieve its strategic goals.

Evolving Role of HR and People Management: Historically, HR and people management functions were often perceived as administrative or support roles, focused primarily on recruitment, payroll, and compliance. However, in today’s dynamic business environment, this perception has shifted significantly. Organizations now recognize that HR and people management are not just support functions but are central to driving strategic initiatives and ensuring the overall success of the organization.

The shift from a transactional to a strategic role means that HR professionals and people leaders are no longer merely custodians of policies and procedures. Instead, they are seen as key players in shaping the organization’s strategic direction. By aligning human capital with business objectives, HR ensures that the organization has the right talent, in the right roles, at the right time, all working towards common goals. This alignment is critical in achieving sustainable competitive advantage.

Strategic Alignment of Human Capital: The strategic alignment of human capital involves a deep understanding of the organization’s goals and the translation of these goals into people-related strategies and actions. HR professionals must work closely with other leaders to ensure that the organization’s human resources are effectively utilized to support strategic priorities. This requires a proactive approach to workforce planning, talent management, and employee development.

For instance, if an organization is pursuing a growth strategy that involves expanding into new markets, HR needs to ensure that the organization has the necessary skills and capabilities to succeed in those markets. This may involve recruiting new talent with specialized expertise, developing existing employees through targeted training programs, and fostering a culture of innovation and adaptability.

HR plays a critical role in succession planning, ensuring that there is a pipeline of talent ready to step into key roles as the organization grows or as leadership transitions occur. By strategically managing human capital, HR helps to create a resilient organization that can adapt to change and achieve its long-term objectives.

Fostering a Culture that Supports Strategic Goals: Culture is a powerful force within any organization, and HR is the primary steward of this culture. A well-aligned organizational culture can be a significant driver of strategic success, while a misaligned culture can be a major obstacle. HR’s role in fostering a culture that supports strategic goals is multifaceted and involves several key activities.

Firstly, HR is responsible for defining and communicating the organization’s values, mission, and vision, ensuring that these are not just statements on paper but are embedded in the everyday behavior of employees. This involves creating programs and initiatives that reinforce the desired culture, such as recognition and reward systems that align with the organization’s strategic objectives.

Secondly, HR must ensure that leadership at all levels is aligned with the strategic goals and is actively promoting the desired culture. This includes providing leadership development programs that equip managers with the skills needed to lead in a way that supports the organization’s strategy. It also involves holding leaders accountable for their role in fostering the culture, through performance management and feedback mechanisms.

Finally, HR must continuously monitor and assess the culture to ensure that it remains aligned with the organization’s strategic direction. This may involve conducting employee engagement surveys, analyzing turnover data, and facilitating discussions around culture at all levels of the organization. By taking a proactive approach to culture management, HR helps to create an environment where employees are motivated, engaged, and aligned with the organization’s strategic goals.

Driving Employee Engagement and Motivation: Employee engagement and motivation are critical factors in the successful execution of strategic initiatives. Engaged employees are more likely to be productive, innovative, and committed to the organization’s goals. HR plays a central role in driving engagement by creating an environment where employees feel valued, supported, and connected to the organization’s mission.

One way HR dr