How entrepreneurs think about and do strategy (with case studies). Chapter 9 from our book Naviga... more How entrepreneurs think about and do strategy (with case studies). Chapter 9 from our book Navigating Strategic Possibilities. (Updated 29-7-2020)
Chapter 4 of "Navigating Strategic Possibilities".Prescribed for the Strategy module at the Stell... more Chapter 4 of "Navigating Strategic Possibilities".Prescribed for the Strategy module at the Stellenbosch University Business School. Shows how scenarios should be developed and used, using case studies.
Crystallising the Strategic Business Landscape, 2016
Chapter 1 of our book on Strategy Analysis Tools and Practices for business leaders and strategy ... more Chapter 1 of our book on Strategy Analysis Tools and Practices for business leaders and strategy practitioners. Published in January 2016 and prescribed for MBA students at the University of Stellenbosch Business School.
The purpose of this book is to make a contribution in the leadership ‘practices’ domain. Although... more The purpose of this book is to make a contribution in the leadership ‘practices’ domain. Although there are many books covering leadership content (the What of leadership) there is a shortage of material that guides leaders to ‘entrain’, experiment and explore options for the How-to of refining their natural leadership style and strengths. The core of this book is 101 reflective rituals that guide leaders to expand their competence repertoire in:
• Wisdom and knowledge
• Humanity
• Justice
• Courage
• Temperance, and
• Transcendence
"Thinking before you Leap into the People Management Strategy"
What does it mean to be people-ce... more "Thinking before you Leap into the People Management Strategy"
What does it mean to be people-centric?
What engages people?
Why do HR professionals often see only half the picture?
"Setting up the People Management Strategy and the People Management Structure"
Linking the People Strategy to the Business Plan
Transforming the organisation
Business partnering
"People Management Challenges that should Keep you Awake"
Education
Business ethics
Governance
How do you Mentor people? How do you Coach people?
• The Bottom-line Impact of Mentoring and Co... more How do you Mentor people? How do you Coach people?
• The Bottom-line Impact of Mentoring and Coaching
• Team Mentoring and Coaching
Mentoring
• Impact on Diversity Mentoring
• Formal, Structured Mentoring Programmes
• Perspectives of Mentor and Mentee
• Mentoring Flaws and How to Correct Them
Coaching
• Selecting the Right Coach
• Coaching for Rapid Change
• Calculating the ROI on Coaching
Manager as Coach
• Teaching Managers to Coach
• A Coaching Model for Managers .
How do you get people to Perform?How do you maintain their Performance?
Measuring and Managin... more How do you get people to Perform?How do you maintain their Performance?
Measuring and Managing Performance is Hard
• Barriers to a Performance Culture
• Drivers of Performance
• The Wheel of Work
Performance Management – the Hard Stuff
• Some Neuro-processes
• Organisation–Person Fit
• Performance Management Systems
Performance Management – the Soft Stuff
• Respect for Processes and People
• Strengths-based Approaches
• Mobilising Human Energy
Why is Change difficult?
Are you managing to manage change?
Change the Way you Think about Ch... more Why is Change difficult?
Are you managing to manage change?
Change the Way you Think about Change
• Push/Pull and Theory E/O
• Change Truths and Myths
• Mindsets
"A must-have resource for increasing the thinking capacity and collective intelligence of strateg... more "A must-have resource for increasing the thinking capacity and collective intelligence of strategy makers. Strategy development should include the collective and diverse experiences of people at all levels of the organisation. By introducing systems thinking to strategic frameworks, strategy becomes a continuous, dynamic, learning conversation that involves the complex interplay of all the strategic variables in a business."
Find out how your organisation can develop strategic processes by way of large-group interventions, scenario planning, dialogue, systems thinking methodologies, world café and appreciative inquiry.
Most changes fail - according to Mike Hammer (the father of business re-engineering).
Many of ... more Most changes fail - according to Mike Hammer (the father of business re-engineering).
Many of the change enablement tools we use are useful to project managers and sponsors, but these tools merely invite and increase resistance.
The article visits a number of the most prevalent change activities and programmes, describing how they can be implemented. A model of change enablement activities are presented, detailing those that merely rely on power and those that rely on empowerment.
Organisational ingenuity includes not only truly new ideas – often called ‘invention’ – but also ... more Organisational ingenuity includes not only truly new ideas – often called ‘invention’ – but also ideas that, though not fundamentally novel, are nevertheless useful. It produces new products and services (innovations around ‘things’) and new interrelationships between people, organisations, institutions and communities (social innovation). Where these two meet is where organisational ingenuity happens.
Organisational ingenuity is in essence about getting an adequate flow of the right kinds of creative ideas and understanding the factors that govern that flow. The short answer is to realise that it is a core organisational competence and to manage it as such, therefore this study explores how organisational ingenuity and innovation can be exploited for competitive benefit by making it a core competence of the organisation. It used a multiple case study strategy, utilising semi-structured and unstructured individual interviews, observation and documentary analysis to collect data. Three case study organisations were purposefully selected from Namibian-based organisations, and twelve people across the hierarchy of each organisation were interviewed, selected on the basis of purposeful and criterion-based sampling.
Our findings suggest that organisational ingenuity needs to be fostered and managed in order to exploit it more fully. It is, however, crucial to manage the flow of those creative ideas utilising the formulation and alignment of an organisation’s strategy, core competencies and innovation practices. If this happens in a pragmatic way it can enable an organisation to become more competitive.
The study proposes an innovation capability model and all seven elements of the framework proved to be relevant - some elements more relevant in some case study organisations than in others. Furthermore, we found that the size of an organisation was not a determinant for the model to be applicable. In conclusion we think it is important for organisations to understand how the innovation capability model works and to incorporate the model into the organisation’s strategy in order to establish the practices and processes required to boost organisational ingenuity and innovation.
Organisations must also realise that the pursuit of establishing innovation as a core competence is not a short-term ambition. It requires the proper strategic intent - to establish innovation as a core competence - and it requires the strategic patience and work necessary to ensure that this intent is shared by everyone in the organisation.
The challenge we all face in our personal and business life is to move away from good intentions ... more The challenge we all face in our personal and business life is to move away from good intentions to real action and the implementation of our best ideas. It is good to have a business strategy, but it is much better for the business to empower all employees to actively contribute towards the execution of the strategy. In this way, the whole organisation becomes focused on its strategy.
Change Management (or Change Enablement) is the name we give to the many organisational activities aimed at empowering all employees to contribute their best towards making the strategy a reality.
(Extract from Chapter 5, ‘Strategy Execution and Change Management’ in: Ungerer, M., Ungerer, G and Herholdt, J. (2016) Navigating Strategic Possibilities, Randburg, KnowRes Publishing. p. 255-274.)
Many people, when thinking and talking about employer of choice, may make the mistake of assuming... more Many people, when thinking and talking about employer of choice, may make the mistake of assuming that it is merely a matter of “being nice to people”. In my experience the process of becoming employer of choice also entails that, but it is much more. In fact, to become employer of choice will mean (at the very least) that you take care of five bottom lines and a couple of growth engines. This article is based on a chapter in Building Human Capital – South African Perspectives; edited by Italia Boninelli and Terry Meyer; KnowRes Publishing; 2003; rewritten and updated during July 2015.
Knowledge Resources and SABPP conducted an extensive survey among HR Executives to determine the ... more Knowledge Resources and SABPP conducted an extensive survey among HR Executives to determine the trends, needs and best practices for Talent Management within organisations.
The Talent Management Survey 2012/3 is more comprehensive than before. The report also highlights shifts and trends compared to the previous Talent Management Survey conducted in 2010.
The challenge is to provide the right talent at the right time in order for organisations to be sustainable and grow. It is against this background that the talent management survey was conducted.
It is envisioned that this report will provide insight into the talent management practices that organisations use; offer benchmarks and best practices from which organisations can learn; and in doing so enable organisations to develop and utilise the talent to its highest potential. As individuals grow and develop, companies become more competitive and sustainable. Governmental organisations will become more productive and should then thrive in the field of service delivery.
Talent Management Survey 2012/3 Report findings:
Talent management strategies
Alignment of talent strategy
Talent management opportunities and activities, also the efficiency thereof
Evaluation of talent management practices
Retention strategies
Present and future talent management challenges
How entrepreneurs think about and do strategy (with case studies). Chapter 9 from our book Naviga... more How entrepreneurs think about and do strategy (with case studies). Chapter 9 from our book Navigating Strategic Possibilities. (Updated 29-7-2020)
Chapter 4 of "Navigating Strategic Possibilities".Prescribed for the Strategy module at the Stell... more Chapter 4 of "Navigating Strategic Possibilities".Prescribed for the Strategy module at the Stellenbosch University Business School. Shows how scenarios should be developed and used, using case studies.
Crystallising the Strategic Business Landscape, 2016
Chapter 1 of our book on Strategy Analysis Tools and Practices for business leaders and strategy ... more Chapter 1 of our book on Strategy Analysis Tools and Practices for business leaders and strategy practitioners. Published in January 2016 and prescribed for MBA students at the University of Stellenbosch Business School.
The purpose of this book is to make a contribution in the leadership ‘practices’ domain. Although... more The purpose of this book is to make a contribution in the leadership ‘practices’ domain. Although there are many books covering leadership content (the What of leadership) there is a shortage of material that guides leaders to ‘entrain’, experiment and explore options for the How-to of refining their natural leadership style and strengths. The core of this book is 101 reflective rituals that guide leaders to expand their competence repertoire in:
• Wisdom and knowledge
• Humanity
• Justice
• Courage
• Temperance, and
• Transcendence
"Thinking before you Leap into the People Management Strategy"
What does it mean to be people-ce... more "Thinking before you Leap into the People Management Strategy"
What does it mean to be people-centric?
What engages people?
Why do HR professionals often see only half the picture?
"Setting up the People Management Strategy and the People Management Structure"
Linking the People Strategy to the Business Plan
Transforming the organisation
Business partnering
"People Management Challenges that should Keep you Awake"
Education
Business ethics
Governance
How do you Mentor people? How do you Coach people?
• The Bottom-line Impact of Mentoring and Co... more How do you Mentor people? How do you Coach people?
• The Bottom-line Impact of Mentoring and Coaching
• Team Mentoring and Coaching
Mentoring
• Impact on Diversity Mentoring
• Formal, Structured Mentoring Programmes
• Perspectives of Mentor and Mentee
• Mentoring Flaws and How to Correct Them
Coaching
• Selecting the Right Coach
• Coaching for Rapid Change
• Calculating the ROI on Coaching
Manager as Coach
• Teaching Managers to Coach
• A Coaching Model for Managers .
How do you get people to Perform?How do you maintain their Performance?
Measuring and Managin... more How do you get people to Perform?How do you maintain their Performance?
Measuring and Managing Performance is Hard
• Barriers to a Performance Culture
• Drivers of Performance
• The Wheel of Work
Performance Management – the Hard Stuff
• Some Neuro-processes
• Organisation–Person Fit
• Performance Management Systems
Performance Management – the Soft Stuff
• Respect for Processes and People
• Strengths-based Approaches
• Mobilising Human Energy
Why is Change difficult?
Are you managing to manage change?
Change the Way you Think about Ch... more Why is Change difficult?
Are you managing to manage change?
Change the Way you Think about Change
• Push/Pull and Theory E/O
• Change Truths and Myths
• Mindsets
"A must-have resource for increasing the thinking capacity and collective intelligence of strateg... more "A must-have resource for increasing the thinking capacity and collective intelligence of strategy makers. Strategy development should include the collective and diverse experiences of people at all levels of the organisation. By introducing systems thinking to strategic frameworks, strategy becomes a continuous, dynamic, learning conversation that involves the complex interplay of all the strategic variables in a business."
Find out how your organisation can develop strategic processes by way of large-group interventions, scenario planning, dialogue, systems thinking methodologies, world café and appreciative inquiry.
Most changes fail - according to Mike Hammer (the father of business re-engineering).
Many of ... more Most changes fail - according to Mike Hammer (the father of business re-engineering).
Many of the change enablement tools we use are useful to project managers and sponsors, but these tools merely invite and increase resistance.
The article visits a number of the most prevalent change activities and programmes, describing how they can be implemented. A model of change enablement activities are presented, detailing those that merely rely on power and those that rely on empowerment.
Organisational ingenuity includes not only truly new ideas – often called ‘invention’ – but also ... more Organisational ingenuity includes not only truly new ideas – often called ‘invention’ – but also ideas that, though not fundamentally novel, are nevertheless useful. It produces new products and services (innovations around ‘things’) and new interrelationships between people, organisations, institutions and communities (social innovation). Where these two meet is where organisational ingenuity happens.
Organisational ingenuity is in essence about getting an adequate flow of the right kinds of creative ideas and understanding the factors that govern that flow. The short answer is to realise that it is a core organisational competence and to manage it as such, therefore this study explores how organisational ingenuity and innovation can be exploited for competitive benefit by making it a core competence of the organisation. It used a multiple case study strategy, utilising semi-structured and unstructured individual interviews, observation and documentary analysis to collect data. Three case study organisations were purposefully selected from Namibian-based organisations, and twelve people across the hierarchy of each organisation were interviewed, selected on the basis of purposeful and criterion-based sampling.
Our findings suggest that organisational ingenuity needs to be fostered and managed in order to exploit it more fully. It is, however, crucial to manage the flow of those creative ideas utilising the formulation and alignment of an organisation’s strategy, core competencies and innovation practices. If this happens in a pragmatic way it can enable an organisation to become more competitive.
The study proposes an innovation capability model and all seven elements of the framework proved to be relevant - some elements more relevant in some case study organisations than in others. Furthermore, we found that the size of an organisation was not a determinant for the model to be applicable. In conclusion we think it is important for organisations to understand how the innovation capability model works and to incorporate the model into the organisation’s strategy in order to establish the practices and processes required to boost organisational ingenuity and innovation.
Organisations must also realise that the pursuit of establishing innovation as a core competence is not a short-term ambition. It requires the proper strategic intent - to establish innovation as a core competence - and it requires the strategic patience and work necessary to ensure that this intent is shared by everyone in the organisation.
The challenge we all face in our personal and business life is to move away from good intentions ... more The challenge we all face in our personal and business life is to move away from good intentions to real action and the implementation of our best ideas. It is good to have a business strategy, but it is much better for the business to empower all employees to actively contribute towards the execution of the strategy. In this way, the whole organisation becomes focused on its strategy.
Change Management (or Change Enablement) is the name we give to the many organisational activities aimed at empowering all employees to contribute their best towards making the strategy a reality.
(Extract from Chapter 5, ‘Strategy Execution and Change Management’ in: Ungerer, M., Ungerer, G and Herholdt, J. (2016) Navigating Strategic Possibilities, Randburg, KnowRes Publishing. p. 255-274.)
Many people, when thinking and talking about employer of choice, may make the mistake of assuming... more Many people, when thinking and talking about employer of choice, may make the mistake of assuming that it is merely a matter of “being nice to people”. In my experience the process of becoming employer of choice also entails that, but it is much more. In fact, to become employer of choice will mean (at the very least) that you take care of five bottom lines and a couple of growth engines. This article is based on a chapter in Building Human Capital – South African Perspectives; edited by Italia Boninelli and Terry Meyer; KnowRes Publishing; 2003; rewritten and updated during July 2015.
Knowledge Resources and SABPP conducted an extensive survey among HR Executives to determine the ... more Knowledge Resources and SABPP conducted an extensive survey among HR Executives to determine the trends, needs and best practices for Talent Management within organisations.
The Talent Management Survey 2012/3 is more comprehensive than before. The report also highlights shifts and trends compared to the previous Talent Management Survey conducted in 2010.
The challenge is to provide the right talent at the right time in order for organisations to be sustainable and grow. It is against this background that the talent management survey was conducted.
It is envisioned that this report will provide insight into the talent management practices that organisations use; offer benchmarks and best practices from which organisations can learn; and in doing so enable organisations to develop and utilise the talent to its highest potential. As individuals grow and develop, companies become more competitive and sustainable. Governmental organisations will become more productive and should then thrive in the field of service delivery.
Talent Management Survey 2012/3 Report findings:
Talent management strategies
Alignment of talent strategy
Talent management opportunities and activities, also the efficiency thereof
Evaluation of talent management practices
Retention strategies
Present and future talent management challenges
Uploads
• Wisdom and knowledge
• Humanity
• Justice
• Courage
• Temperance, and
• Transcendence
What does it mean to be people-centric?
What engages people?
Why do HR professionals often see only half the picture?
"Setting up the People Management Strategy and the People Management Structure"
Linking the People Strategy to the Business Plan
Transforming the organisation
Business partnering
"People Management Challenges that should Keep you Awake"
Education
Business ethics
Governance
Thinking about Talent
• Dave Ulrich’s Talent Formula
• Increase Talent Attraction and Mitigate Talent Loss
Attracting and Retaining Talent
• Finding, Developing and Retaining Talent
• Competency-based Career Ladders
Talent Tactics
• Employment Branding
• Retaining Graduates
• Creating an Engaging Work Environment
Managing Talent
• Anchoring Talent in Virtues
• “Hard” and “Soft” Mental Models
• Manfred Kets de Vries on the Retirement Syndrome
• The Bottom-line Impact of Mentoring and Coaching
• Team Mentoring and Coaching
Mentoring
• Impact on Diversity Mentoring
• Formal, Structured Mentoring Programmes
• Perspectives of Mentor and Mentee
• Mentoring Flaws and How to Correct Them
Coaching
• Selecting the Right Coach
• Coaching for Rapid Change
• Calculating the ROI on Coaching
Manager as Coach
• Teaching Managers to Coach
• A Coaching Model for Managers .
Some Coaching Models
Measuring and Managing Performance is Hard
• Barriers to a Performance Culture
• Drivers of Performance
• The Wheel of Work
Performance Management – the Hard Stuff
• Some Neuro-processes
• Organisation–Person Fit
• Performance Management Systems
Performance Management – the Soft Stuff
• Respect for Processes and People
• Strengths-based Approaches
• Mobilising Human Energy
Are you managing to manage change?
Change the Way you Think about Change
• Push/Pull and Theory E/O
• Change Truths and Myths
• Mindsets
Create a Change Culture
• Transforming Mindsets
• Strategic Change Journeys
• Managing Culture Change
The Dynamics of Change Management
• Change Fatigue
• Power Dynamics
• Story-telling
HR as Change Agent(s)
Author: Johan Herholdt
Price: R225.00
ISBN: 9781869221782
Date published: 01 October 2011
Please note that the prices quoted will be subject to exchange rate fluctuations and any increase in manufacturing costs or government duties.
The above prices include V.A.T."
Find out how your organisation can develop strategic processes by way of large-group interventions, scenario planning, dialogue, systems thinking methodologies, world café and appreciative inquiry.
Many of the change enablement tools we use are useful to project managers and sponsors, but these tools merely invite and increase resistance.
The article visits a number of the most prevalent change activities and programmes, describing how they can be implemented. A model of change enablement activities are presented, detailing those that merely rely on power and those that rely on empowerment.
Organisational ingenuity is in essence about getting an adequate flow of the right kinds of creative ideas and understanding the factors that govern that flow. The short answer is to realise that it is a core organisational competence and to manage it as such, therefore this study explores how organisational ingenuity and innovation can be exploited for competitive benefit by making it a core competence of the organisation. It used a multiple case study strategy, utilising semi-structured and unstructured individual interviews, observation and documentary analysis to collect data. Three case study organisations were purposefully selected from Namibian-based organisations, and twelve people across the hierarchy of each organisation were interviewed, selected on the basis of purposeful and criterion-based sampling.
Our findings suggest that organisational ingenuity needs to be fostered and managed in order to exploit it more fully. It is, however, crucial to manage the flow of those creative ideas utilising the formulation and alignment of an organisation’s strategy, core competencies and innovation practices. If this happens in a pragmatic way it can enable an organisation to become more competitive.
The study proposes an innovation capability model and all seven elements of the framework proved to be relevant - some elements more relevant in some case study organisations than in others. Furthermore, we found that the size of an organisation was not a determinant for the model to be applicable. In conclusion we think it is important for organisations to understand how the innovation capability model works and to incorporate the model into the organisation’s strategy in order to establish the practices and processes required to boost organisational ingenuity and innovation.
Organisations must also realise that the pursuit of establishing innovation as a core competence is not a short-term ambition. It requires the proper strategic intent - to establish innovation as a core competence - and it requires the strategic patience and work necessary to ensure that this intent is shared by everyone in the organisation.
Change Management (or Change Enablement) is the name we give to the many organisational activities aimed at empowering all employees to contribute their best towards making the strategy a reality.
(Extract from Chapter 5, ‘Strategy Execution and Change Management’ in: Ungerer, M., Ungerer, G and Herholdt, J. (2016) Navigating Strategic Possibilities, Randburg, KnowRes Publishing. p. 255-274.)
In fact, to become employer of choice will mean (at the very least) that you take care of five bottom lines and a couple of growth engines.
This article is based on a chapter in Building Human Capital – South African Perspectives; edited by Italia Boninelli and Terry Meyer; KnowRes Publishing; 2003; rewritten and updated during July 2015.
The Talent Management Survey 2012/3 is more comprehensive than before. The report also highlights shifts and trends compared to the previous Talent Management Survey conducted in 2010.
The challenge is to provide the right talent at the right time in order for organisations to be sustainable and grow. It is against this background that the talent management survey was conducted.
It is envisioned that this report will provide insight into the talent management practices that organisations use; offer benchmarks and best practices from which organisations can learn; and in doing so enable organisations to develop and utilise the talent to its highest potential. As individuals grow and develop, companies become more competitive and sustainable. Governmental organisations will become more productive and should then thrive in the field of service delivery.
Talent Management Survey 2012/3 Report findings:
Talent management strategies
Alignment of talent strategy
Talent management opportunities and activities, also the efficiency thereof
Evaluation of talent management practices
Retention strategies
Present and future talent management challenges
• Wisdom and knowledge
• Humanity
• Justice
• Courage
• Temperance, and
• Transcendence
What does it mean to be people-centric?
What engages people?
Why do HR professionals often see only half the picture?
"Setting up the People Management Strategy and the People Management Structure"
Linking the People Strategy to the Business Plan
Transforming the organisation
Business partnering
"People Management Challenges that should Keep you Awake"
Education
Business ethics
Governance
Thinking about Talent
• Dave Ulrich’s Talent Formula
• Increase Talent Attraction and Mitigate Talent Loss
Attracting and Retaining Talent
• Finding, Developing and Retaining Talent
• Competency-based Career Ladders
Talent Tactics
• Employment Branding
• Retaining Graduates
• Creating an Engaging Work Environment
Managing Talent
• Anchoring Talent in Virtues
• “Hard” and “Soft” Mental Models
• Manfred Kets de Vries on the Retirement Syndrome
• The Bottom-line Impact of Mentoring and Coaching
• Team Mentoring and Coaching
Mentoring
• Impact on Diversity Mentoring
• Formal, Structured Mentoring Programmes
• Perspectives of Mentor and Mentee
• Mentoring Flaws and How to Correct Them
Coaching
• Selecting the Right Coach
• Coaching for Rapid Change
• Calculating the ROI on Coaching
Manager as Coach
• Teaching Managers to Coach
• A Coaching Model for Managers .
Some Coaching Models
Measuring and Managing Performance is Hard
• Barriers to a Performance Culture
• Drivers of Performance
• The Wheel of Work
Performance Management – the Hard Stuff
• Some Neuro-processes
• Organisation–Person Fit
• Performance Management Systems
Performance Management – the Soft Stuff
• Respect for Processes and People
• Strengths-based Approaches
• Mobilising Human Energy
Are you managing to manage change?
Change the Way you Think about Change
• Push/Pull and Theory E/O
• Change Truths and Myths
• Mindsets
Create a Change Culture
• Transforming Mindsets
• Strategic Change Journeys
• Managing Culture Change
The Dynamics of Change Management
• Change Fatigue
• Power Dynamics
• Story-telling
HR as Change Agent(s)
Author: Johan Herholdt
Price: R225.00
ISBN: 9781869221782
Date published: 01 October 2011
Please note that the prices quoted will be subject to exchange rate fluctuations and any increase in manufacturing costs or government duties.
The above prices include V.A.T."
Find out how your organisation can develop strategic processes by way of large-group interventions, scenario planning, dialogue, systems thinking methodologies, world café and appreciative inquiry.
Many of the change enablement tools we use are useful to project managers and sponsors, but these tools merely invite and increase resistance.
The article visits a number of the most prevalent change activities and programmes, describing how they can be implemented. A model of change enablement activities are presented, detailing those that merely rely on power and those that rely on empowerment.
Organisational ingenuity is in essence about getting an adequate flow of the right kinds of creative ideas and understanding the factors that govern that flow. The short answer is to realise that it is a core organisational competence and to manage it as such, therefore this study explores how organisational ingenuity and innovation can be exploited for competitive benefit by making it a core competence of the organisation. It used a multiple case study strategy, utilising semi-structured and unstructured individual interviews, observation and documentary analysis to collect data. Three case study organisations were purposefully selected from Namibian-based organisations, and twelve people across the hierarchy of each organisation were interviewed, selected on the basis of purposeful and criterion-based sampling.
Our findings suggest that organisational ingenuity needs to be fostered and managed in order to exploit it more fully. It is, however, crucial to manage the flow of those creative ideas utilising the formulation and alignment of an organisation’s strategy, core competencies and innovation practices. If this happens in a pragmatic way it can enable an organisation to become more competitive.
The study proposes an innovation capability model and all seven elements of the framework proved to be relevant - some elements more relevant in some case study organisations than in others. Furthermore, we found that the size of an organisation was not a determinant for the model to be applicable. In conclusion we think it is important for organisations to understand how the innovation capability model works and to incorporate the model into the organisation’s strategy in order to establish the practices and processes required to boost organisational ingenuity and innovation.
Organisations must also realise that the pursuit of establishing innovation as a core competence is not a short-term ambition. It requires the proper strategic intent - to establish innovation as a core competence - and it requires the strategic patience and work necessary to ensure that this intent is shared by everyone in the organisation.
Change Management (or Change Enablement) is the name we give to the many organisational activities aimed at empowering all employees to contribute their best towards making the strategy a reality.
(Extract from Chapter 5, ‘Strategy Execution and Change Management’ in: Ungerer, M., Ungerer, G and Herholdt, J. (2016) Navigating Strategic Possibilities, Randburg, KnowRes Publishing. p. 255-274.)
In fact, to become employer of choice will mean (at the very least) that you take care of five bottom lines and a couple of growth engines.
This article is based on a chapter in Building Human Capital – South African Perspectives; edited by Italia Boninelli and Terry Meyer; KnowRes Publishing; 2003; rewritten and updated during July 2015.
The Talent Management Survey 2012/3 is more comprehensive than before. The report also highlights shifts and trends compared to the previous Talent Management Survey conducted in 2010.
The challenge is to provide the right talent at the right time in order for organisations to be sustainable and grow. It is against this background that the talent management survey was conducted.
It is envisioned that this report will provide insight into the talent management practices that organisations use; offer benchmarks and best practices from which organisations can learn; and in doing so enable organisations to develop and utilise the talent to its highest potential. As individuals grow and develop, companies become more competitive and sustainable. Governmental organisations will become more productive and should then thrive in the field of service delivery.
Talent Management Survey 2012/3 Report findings:
Talent management strategies
Alignment of talent strategy
Talent management opportunities and activities, also the efficiency thereof
Evaluation of talent management practices
Retention strategies
Present and future talent management challenges