Toronto Training and HR provides training, consulting, and human resources services. The document discusses strategic considerations and concepts including enabling strategic success, broad strategic styles, essentials to execute strategy, models of industry competitiveness, diffusion of innovation, reasons for organizational growth, sustainable growth strategies and drivers, funding and location of research and development, developing or acquiring technology, integrating resources for new products, developing a leadership strategy, communicating technical strategy, and technology strategies in developing countries.

1. Strategic considerations
by Toronto Training and HR
October 2013

2. CONTENTS
5-6 Enabling strategic success
7-9 Broad strategic styles
10-11 Essentials to execute strategy
12-13 Systemic strategic behaviour
14-15 Five forces model of industry competitiveness
16-17 Diffusion of innovation
18-19 Why should an organization grow?
20-25 Sustainable growth
26-27 Funding and the location of R & D
28-29 Developing or acquiring technology
30-31 Resource integration in a new product launch
32-33 Leadership development strategy
34-35 Mistakes with leadership strategy
36-37 Communicating strategy at the technical core
38-39 Technology strategies in developing countries
40-41 Strategic manufacturing priorities
42-43 Questions to ask around HR strategy
44-45 Anchor points for HR measurement
46-47 Steps to strategy making
48-49 Drill
50-51 Conclusion and questions
Page 2

3. Page 3
Introduction

4. Page 4
Introduction to Toronto Training
and HR
Toronto Training and HR is a specialist training and
human resources consultancy headed by Timothy Holden
10 years in banking
10 years in training and human resources
Freelance practitioner since 2006
The core services provided by Toronto Training and HR
are:
Training event design
Training event delivery
Reducing costs, saving time plus improving
employee engagement and morale
Services for job seekers

5. Page 5
Enabling strategic success

6. Enabling strategic success
• Finance
• Information
• People
• Technology
Page 6

7. Page 7
Broad strategic styles

8. Broad strategic styles 1 of 2
• Classical strategy
• Adaptive strategy
• Shaping strategy
• Visionary strategy
Page 8

9. Broad strategic styles 2 of 2
Page 9
Adaptive Shaping
Classical Visionary

10. Page 10
Essentials to execute
strategy

11. Essentials to execute strategy
• Start with people
• Establish a base level of
competence
• Create coaching and mentoring
programs
• Rebuild and re-engage your
execution support structure
• Focus on the business impact
of development
Page 11

12. Page 12
Systemic strategic
behaviour

13. Systemic strategic behaviour
• Seeking concentration
• Seeking competencies
• Seeking focus
• Seeking an end game
Page 13

14. Page 14
Five forces model of
industry competitiveness

15. Five forces model of industry
competitiveness
• Buyers
• New entrants
• Competitors
• Substitute goods or services
• Suppliers
Page 15

16. Page 16
Diffusion of innovation

17. Diffusion of innovation
• Supply-side issues
• Demand-side issues
• The tipping point
Page 17

18. Page 18
Why should an
organization grow?

19. Why should an organization grow?
• Generate superior value
• Obtain a superior strategic
position
• Raise profits
• Attract superior people
• Gain better access to capital
• Attract strong alliance partners
Page 19

20. Page 20
Sustainable growth

21. Sustainable growth 1 of 5
KEY RESOURCES NEEDED
• Strategic assets
• Managerial talent
• A talent incubator
• Happy people
• Networks/key strategic
relationships
Page 21

22. Sustainable growth 2 of 5
STRATEGIES TO INFLUENCE
SUSTAINED GROWTH
• Value through select customers
• Developing large numbers of new
products that offer superior value
to customers
• Distribution innovation
• Monopoly/first-mover advantage
• Growth by means of acquisitions
• Addressing new customer
segments
Page 22

23. Sustainable growth 3 of 5
GROWTH STRATEGIES
• Customer centric
• Product development
• Distribution
• First mover
• Acquisition
• Adjacent space
• Market intelligence
• Differentiation
• Fitness
Page 23

24. Sustainable growth 4 of 5
GROWTH DRIVERS
• Acquisitions
• Strategy
• Managerial talent
• Excellent execution
• Key strategic relationships
• Leadership
• Access to capital
• Innovation
• Focus on growth
Page 24

25. Sustainable growth 5 of 5
GROWTH DRIVERS (CONTINUED)
• Happy people
• Simple, captivating business model
• Knowledge of customers
• Customer enthusiasm
• Discipline
• Geographical expansion
• Effective performance
measurement
• Talent incubator
• GDP growth
Page 25

26. Page 26
Funding and the location
of R&D

27. Funding and the location of R & D
Page 27

28. Page 28
Developing or acquiring
technology

29. Developing or acquiring technology
Page 29

30. Page 30
Resource integration in a
new product launch

31. Resource integration in a new
product launch
Page 8

32. Page 32
Leadership development
strategy

33. Leadership development strategy
• Single loop and double loop
• Tickets to enter, tickets to play
and tickets to win
• VUCA
• Questions to ask
Page 33

34. Page 34
Mistakes with leadership
strategy

35. Mistakes with leadership strategy
• Failing to gain enough support
from the CEO
• Confusing a leadership strategy
with a succession plan
• Lacking a clear definition of
what leadership means in the
context of your business
strategy and organizational
model
• Ignoring the complementary
power of the team
Page 35

36. Page 36
Communicating strategy
at the technical core

37. Communicating strategy at the
technical core
• Communicate strategic goals
by their component pieces
• Constantly monitor and praise
employees’ incremental
contributions
Page 37

38. Page 38
Technology strategies in
developing countries

39. Technology strategies in developing
countries
• Context
• Level of investigation
• Focus of interest
• Core theoretical foundation
Page 39

40. Page 40
Strategic manufacturing
priorities

41. Strategic manufacturing priorities
• High quality
• Low cost
• High dependability
• High speed
• High flexibility
Page 41

42. Page 42
Questions to ask around
HR strategy

43. Questions to ask around HR
strategy
• How do you manage talent?
• How do you engage in
strategic business activities?
• How well do you measure HR
effectiveness?
• What is your HR strategy?
Page 43

44. Page 44
Anchor points for HR
measurement

45. Anchor points for HR measurement
• Efficiency
• Effectiveness
• Impact
Page 45

46. Page 46
Steps to strategy making

47. Steps to strategy making
• Frame a choice
• Generate possibilities
• Specify conditions
• Identify barriers
• Design tests
• Conduct the tests
• Make your choice
Page 47

48. Page 48
Drill

49. Page 49
Drill

50. Page 50
Conclusion and questions

51. Page 51
Conclusion and questions
Summary
Videos
Questions