House of Skills Solutions

Establishment of a project team, preparation of project kick-off and workshop agenda

Introduction of techniques and tools for designing the vision and strategy, communication of roles, schedule, discussion of risk and success factors, planning of the course of analytical works (kick-off)

Workshop-based classes on the vision based on the conclusions from the analysis of the environment

Working session based on a context map, e.g. Context Map™ template

Definition of the vision with the use of appropriate tools, e.g. Mandala Vision™

Workshop-based classes on the Strategy Map, as part of which the expected financial results, key customers, value proposition, necessary changes in internal processes, systems, culture, people etc. are determined

Preparation of action plans and schedules, determination of the division of roles and responsibilities

Know the decision-related considerations of the strategy and the investment decisions that result from their analysis, which are presented in the form of a Context Map™ and/or Industry Structure Map™

Have a defined vision together with its operationalization in the form of a map describing financial, market goals and those related to process and organization improvement and to people development and change in organizational culture – Cover Story Vision™ or Mandala Vision™ and Strategy Map

Gain a specified set of initiatives, projects and tasks, aimed to implement the arrangements related to the strategy along with an appropriate division of responsibility; it is prepared with the use of the Game Plan™ tool

Increase the effectiveness of the manager’s team work – cooperation and communication, which finally influences the efficiency of implementation actions

Engage managers profoundly in the determination and operationalization of the vision and strategy for their organizations

Accelerate decision-making processes thanks to clear priorities and responsibility for goals

Become familiar with the assumptions of the approach selected for their project, e.g. Visual Planning Systems™ by The Grove, “Blue Ocean Strategy™, Business Model Innovation by Alex Osterwalder, or Strategy Map based on the Balanced Scorecard

Analyze the status quo: chances and threats in the market environment and the internal potential of the organization

Develop a vision of business development and define it in the key dimensions, e.g. with reference to customers, market position, structure, organizational culture or employees

Determine strategic goals and metrics

Build a program of changes to processes, people, systems; set priorities

Determine the plan and division of responsibility

Have a defined vision with its operationalization in the form of a map describing financial, market goals and those related to process and organization improvement and to people development and change in organizational culture – Cover Story Vision™ or Mandala Vision™ and Strategy Map

Gain a specified set of initiatives, projects and tasks, aimed to implement the arrangements related to the strategy

Have appropriately divided responsibilities for the execution of initiatives and tasks

Are able to engage managers profoundly in the operationalization and implementation of the vision and strategy for their organizations

Integrate the management staff around strategic priorities and hence accomplish goals to a greater extent

Experience better cooperation and communication between organizational units

Accelerate decision-making processes

Become familiar with and apply such tools as Visual Planning Systems™ The Grove, Balanced Scorecard, Objective and KPI Matrix, KPI Charter, KPI Tests or Initiative Charter

Share the responsibility for the strategy execution

Define the company’s strategic assumptions and goals

Determine the metrics of achievement of strategic goals and initiatives

Create strategy implementation plans

Determined and defined assumptions of the business strategy and strategic goals

Determined, defined and described strategic initiatives that support goal achievement

Defined goals cards for employees on N-1 and N-2 levels

A consistent map of goals and metrics for the whole organization

Designed connections of the strategy with the management information system and with the employee development and appraisal systems

Become familiar with the essential components of the Blue Ocean Strategy, the basic differences between BOS and the technology innovation, between the value innovation and the cost innovation, as well as the most important principles of BOS formulation and implementation

Practice the use of selected tools and methods applied when formulating BOS

Apply the BOS tools and methods to specific business problems of the company

Develop recommendations concerning further actions as part of BOS formulation and implementation

Understand the assumptions, conditions, success factors and tools related to the Blue Ocean Strategy

Are able to use selected BOS tools in practice, in various business situations

Know how to build and improve the strategic processes with the customers’ needs and the reality in which the company operates in mind

Are able to engage company employees in the process of strategy formulation and implementation, both for the whole business and for the individual departments

Know how to prepare a value proposition for company stakeholders

Take part in reviewing the needs and situational context in their organizations

Analyze the influence of various factors: political, economic, technological, etc., on the future of the pursued business

Work on formulating the key elements of a new strategy on a workshop basis

Use the help of Consultants to create an individual change plan, which supports implementation

Work on the company’s strategic development directions

Have a map of predictable and unpredictable phenomena in the environment at their disposal

Can formulate scenarios depending on regulations and development of technology

Know how to draw a map of areas subject to the greatest changes and identify opportunities and risks

Prepare an action plan which will permit a full use of changes

Analysis of the status quo with the use of the History of…™ Template and a discussion about the current HR strategy

Introduction to a new AB strategy

Definition of what the personnel strategy success means for a specific company in various time perspectives

Definition of the AB Vision as an employer and determination of its components – CoverStoryVision™ and MandalaVision™

Operationalization of the vision, i.e. creation of a plan of actions that must be taken and determination of components that require strengthening

Formulation of a strategy

Specify the directions, objectives and principles of human resource management in a precise manner

Adjust the potential of the employees for the achievement of the company’s business goals

Are able to plan the type and number of needed employees effectively

Have established development policies which depend on the strategic goals and assumptions

Determination of the goals and expected results of the process

Competency diagnosis, which examines the initial condition by the Development Center method, as a criterion of program participant qualification

Design of two development paths – joint and individual programs – into a process connected with professional activity

Support and continuous monitoring of Talent development by coaches and mentors, including their managers

Analysis and evaluation of program results

Retain people with extraordinary potential at the company, ensuring their high engagement and motivation

Make use of employee talents appropriately for the purpose of project execution at the company

Ensure themselves a constant supply of people prepared for assuming new roles and greater responsibilities

Strengthen the leadership competencies of the managers by active participation in the talent management process, e.g. in the role of coaches and mentors.

Reinforce and promote in the company a new quality in terms of cooperation, attitude to projects and organizational culture and building a learning organization climate

Reinforce the company image inside and outside the organization

Become familiar with the types of objectives and connections between them, presented in the form of an organizational pyramid

Learn about the metrics specific of each type – criteria of evaluation of objective achievement and employee effectiveness, and about the rules helpful when developing the metrics

Become familiar with the conditions for effective cascading of objectives

Work on cascading of objectives from the individual perspective and the organization’s perspective

Practice the methods of monitoring and modification of the set objectives

Become familiar with the structure of the conversation about objectives in practice

Use the MBO system as a management tool

Formulate objectives correctly, taking in particular in account objectives that are difficult to measure

Cascade the objectives, translating the strategic objectives into interim objectives and operating actions in their own management area

Select objective achievement metrics and indicators correctly

Know the most frequent mistakes made in the objective definition process and know how to avoid them

Become familiar with and check the strategic decision-making skills in practice

Observe their immediate and long-term effects

Experience the impact of skillful cooperation in the team on the financial and market effects of the company

Refer to their own experiences in tackling challenges

Manage the available resources, liquidity, creation of a profitable product portfolio, customer segmentation

Prioritize actions based on market analyses and data

Are able to look in the systemic manner at the operation of an enterprise acting in a dynamically changing market

Develop strategic skills and competencies in practice, above all strategic analysis, formulation of strategic assumptions and plans and their translation into medium- and short-term goals and tasks

Know the practical bases and apply the methods of strategic planning

Understand the strategic choices and their operational and tactical consequences better

Become familiar with the culture layers according to the Multi-Focus Model™

Discover the ties between the culture and the achievement of strategic goals and the business result of the organization

Examine and measure the parameters of their own culture according to the Model

Analyze the business model and strategic pillars of their organizations

Work on a workshop basis on the optimal culture, i.e. one supporting the strategy execution

Analyze the discrepancies between the actual and the optimal culture and design initiatives that make it possible to implement a change

Build an action plan taking into account the development needs of managers

Acquire full knowledge on the actual organizational culture in the context of the business strategy execution and the structural circumstances

Know the strengths, chances, threats and development areas of the actual organizational culture, taking into account the attitudes and behaviors of employees

Have a developed model of an optimal culture from the point of view of the assumed strategy

Have defined models of behaviors and attitudes being the determinant and foundation of an optimal organizational culture

Have a prepared plan of actions aimed to transform the actual culture into an optimal one

Are ready for the project success achievement monitoring

Make use of House of Skills consultants’ expertise and support over the whole project duration