PwC’s Academy
Aligning Strategy with Human Capital
We are living through a fundamental transformation in the way we work. Automation and ‘thinking machines’ are changing the skills workers need, while demographic changes promise a talent shortage, longer lifespans, and other significant shifts that will affect the workplace. These changes raise huge organizational and HR challenges at a time when business leaders are already wrestling with unprecedented risks, disruption and political and societal upheaval.
It’s time to focus on your organization’s people strategy. Making sure the right people with the right capabilities are in the right positions so they can directly impact your growth. By strategically and culturally aligning talent operations, we help reset organizations for a talent-led breakthrough by leveraging technology, analytics and our deep industry knowledge. In this session we take decision makers of organisations on a journey to understand how to make investments in people, growing leaders, how would that fit for your overall organizational strategy in driving sustainable growth.
Day one • STRATEGIC EXECUTION: THE 4A MODEL What are the keys to strategy execution? Why do so many firms struggle with this while others achieve breakthrough performance? Where are you strong and where is improvement needed most? How would you assess your execution capability? CASE STUDY: Nissan Motors • STRATEGIC ALIGNMENT: THE VALUE OF STRATEGY MAPPING How are you generating alignment and connectivity among financial, customer, capability, and people issues required for your strategy? CASE STUDY: IBM
• CORE CAPABILITIES: DESIGNING THE ORGANIZATION ARCHITECTURE How do core capabilities drive value creation? How do you design the organization architecture to activate a core capability? This session focuses on the underlying elements of a company’s core capabilities. Competitive advantage is increasingly based on unique bundles of resources—knowledge-based assets such as people, processes, structures, and systems—that drive value to customers. The combination of these resources constitutes a firm’s core capabilities and basis for value creation. CASE STUDY: AstraZeneca
Day two • ABILITY: INVESTING IN STRATEGIC HUMAN CAPITAL What is your approach for growing strategic talent, leadership, and human capital? Do different people (talent pools) contribute differently to strategy, capability, and value creation? Should they all be managed the same way? CASE STUDIES: Lincoln Financial and PanBio Diagnostics • TALENT MANAGEMENT SYSTEM Why do so many firms suffer from the ‘talent syndrome’ and are chronically short of talent? What makes for a world-class talent management system? How do the different elements reinforce one another and support the organization’s strategy? CASE STUDY: General Electric
• AGILITY: ACHIEVING RESPONSIVENESS Why are some firms more adaptive than others, and why do some firms create the disruptions to which others must adapt? How agile is your organization to anticipate change, and respond more rapidly than competitors? CASE STUDY: Google
Faculty Profile SCOTT A. SNELL
Education: B.A., Miami University; MBA, Ph.D., Michigan State University
Scott Snell is the E. Thayer Bigelow Research Chair in Business Administration and former Senior Associate Dean for Executive Education at the University of Virginia's Darden Graduate School of Business. He teaches courses in strategic management and leadership, and has worked with companies such as AstraZeneca, Changan Motors (China), Deutsche Telekom, Heineken, and Shell to align strategy, capability, and investments in talent. He is an award winning researcher and is listed among the top 100 most-cited authors in scholarly journals of management. He is author of five books, including the forthcoming In Search of Execution(Stanford University Press). He currently serves on the board of HR People + Strategy, and previously has been a board member of Strategic Management Society's Human Capital Group, the Society for Human Resource Management Foundation, the Academy of Management's Human Resource Division, the Academy of Management Journal and theAcademy of Management Review. Prior to joining the Darden faculty, Scott was professor and director of executive education at Cornell University's Center for Advanced Human Resource Studies and a professor of management in the Smeal College of Business at Pennsylvania State University. He received his B.A. from Miami University, as well as his M.B.A. and Ph.D. in business from Michigan State University.
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Investment - LKR 145,000 + 2% NBT Class Size - 25 Date - 22 & 23 February 2018
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