Starting from the overall strategy, where value is created or needs to be protected, and
define what are the most critical roles that really create that value?
It could be 40 or 50, it could be a bit more than that.
But it’s unlikely to be thousands.
They’re not always the most senior, hierarchically. Sometimes they are, but
they can easily be one, two, three, or four levels down in the organization.
Understanding what those roles are, and then putting a lot more rigor into them—
what’s the work that has to get done,
what do we need these people to actually do in order to create that value—and then looking at whether you’ve got a good match.
As an example of one of the Scandinavian companies whom their fundamental to its strategy is growing its business in China. A lot of that is based on mergers and acquisitions and new business development.
One of the critical roles, about a billion associated with it, is
Its head of China.
A second critical role is its CFO in China.
when we looked at who they had in that specific role, it was someone who’s really good at cost cutting but had no business-development or M&A experience.
So there was a clear disconnect.
Having those kinds of conversations to make sure that you are very clear on,
“What is that 5 percent of roles that disproportionately create value? And
Do you have the people with the knowledge, the skills, the aptitude, the experience to deliver that?”
This is one of the things that we’re seeing sets companies up for success.
You got your talent in the organization. You’re focusing on the top roles.
Having those kinds of conversations to make sure that you are very clear on,
“What is that 5 percent of roles that disproportionately create value? And
Do you have the people with the knowledge, the skills, the aptitude, the experience to deliver that?”
This is one of the things that we’re seeing sets companies up for success.
You got your talent in the organization. You’re focusing on the top roles.
