HR is critical to the execution of strategy because execution is what the majority of people in the organization should be working on. Successful change initiatives require dynamic, hands-on leaders at all levels of a business who are able to collaborate well in face-to-face and virtual teams. This TMA World Viewpoint outlines some key competencies required by such leaders.

1. HR and the
Execution
Imperative
TMA World Viewpoint

2. HR and the Execution Imperative
In theory, business is simple.
You have an idea, create a
strategy to exploit the idea, execute
the strategy and then get results.
I am convinced that
nothing we do is more Many things of course can go wrong in
important than hiring and
this process:
developing people. At the •The idea might not have a large
end of the day you bet on enough market
•The strategy could be wrong
people, not strategies.
•The execution of the strategy could
be highly flawed.
Larry Bossidy,
Execution: The Discipline
of Getting Things Done

3. HR and the Execution Imperative
Most expert opinion on
underperformance these days points
not to bad ideas or faulty strategies
but to the dismal execution of
strategies.
I am convinced that
nothing we do is more Idea
important than hiring and Strategy
developing people. At the Results
end of the day you bet on
people, not strategies.
Larry Bossidy,
Execution: The Discipline
of Getting Things Done

4. HR and the Execution Imperative
It often surprises me how many
people in business organizations have
no idea what their company’s strategy
is and this includes many middle
managers.
HR is critical to the
execution of strategy It’s true that some companies don’t
because execution is what
seem to have a strategy.
the majority of people in Other companies appear to want to
the organization should be keep their
strategy
working on.
a secret
from their
But are they? employees.

5. HR and the Execution Imperative
In many others, ignorance of the
strategy is often a result of extremely
bad communication.
But if many people don't know what
HR is critical to the the strategy is, what are they working
execution of strategy so furiously on and to what end?
because execution is what
No wonder bad execution is cited so
the majority of people in often.
the organization should be
working on.
But are they?

6. HR and the Execution Imperative
HR needs to do at least three things to help remedy the
situation:
Energetically seek to fulfill its crucial role as a strategic
business partner.
1
HR’s strategy must be in total alignment with the overall strategic
objectives of the business.
To do this effectively, HR must be a participant throughout the
strategy formulation process.
Adding on a HR strategy after the fact is sub-optimal.
It is like designing a car and then thinking about the people who will
be driving the vehicle.
The car might look very impressive (as do many strategies), but be
totally un-drivable by the average motorist.
3

7. HR and the Execution Imperative
HR needs to do at least three things to help remedy the
situation:
During the strategy formulation process, HR must help other
managers focus on not just the grand ideas, but also on the
2 company's execution capability - now and in the medium and
long-term.
Do the execution capabilities currently exist in the business? If not,
how will they be acquired?
It is too easy for many executives to lose themselves in the
intellectual stimulation of strategy design and neglect
implementation.
To a large degree, the execution capabilities of a company will be
people-based aided by various technologies. HR - through employer
branding - must attract not just the smartest people in the global
talent pool, but those who are results- and not just activity-driven.
So-called smart people don't always make the best executors.

8. HR and the Execution Imperative
HR needs to do at least three things to help remedy the
situation:
Work to ensure that the key elements of the strategy are
3 communicated down the organization.
HR is in a great position to facilitate the cascading of the strategy
through the ranks.

9. HR and the Execution Imperative
What are they?
Shifts in business strategy will
typically necessitate change in an
organization.
To strengthen execution Successful change initiatives require
capabilities in a business, dynamic, hands-on leaders at all
levels of a business who are able to
HR needs to promote, collaborate well in face-to-face and
virtual teams.
develop and
The context in which these leaders
reinforce key
drive to execute strategies is
competency clusters increasingly diverse.
among managers.

10. HR and the Execution Imperative
What are they?
Never before in the history of the
human race have so many culturally-
diverse people come into contact with
one another.
To strengthen execution
capabilities in a business, And cultural difference is, of course,
just one dimension of human
HR needs to promote, diversity.
develop and
reinforce key
competency clusters
among managers.

11. HR and the Execution Imperative
From this perspective, there are four key competency
clusters:
Combined with technical know-how and organizational savvy, these
four competency clusters enable managers to do what most urgently
needs to be done: Execute business strategies to generate outstanding
results.
Change:
• Being highly responsive to strategy shifts by creating and
implementing relevant change initiatives faster and more
effectively.
Leadership:
• Taking responsibility - with or without a position of authority - for
influencing, enabling and motivating others to contribute fully
their energy, knowledge and skills to achieving a defined purpose.

12. HR and the Execution Imperative
From this perspective, there are four key competency
clusters:
Combined with technical know-how and organizational savvy, these
four competency clusters enable managers to do what most urgently
needs to be done: Execute business strategies to generate outstanding
results.
Teamwork:
• Leveraging the collective intelligence of people across the
business.
Diversity:
• Utilizing the talents of every individual to create opportunities and
value.
• In a world where sources of competitive advantage can often be
replicated and improved upon very quickly, talent is the resource
that can continue to make the difference.

13. To learn more about how TMA World can help
your organization, please contact us at
enquiries@tmaworld.com
or visit
http://www.tmaworld.com/training-solutions/