Strategic Planning for
Organization
According to Porter (1987), the main
concept and goal of any business is to identify its market as well as how it
will manage to work in that market. The theory designates four key activities
which include portfolio making, restructuring, transferring and sharing. We
believe that the regional head will need to apply many points of this theory.
The KTG business in the region needs to be restructured which may require new
recruitments. The new recruitments should be made with the policy of promoting
individuals with a prior experience in renewable energy sources in the region.
The regional business portfolio will also need to be slightly altered to
promote the business activities that it needs to perform which are obviously
deviating from other regions. Sharing is still the key where basic concepts such
as finances and knowledge gathering is still divided in various regions which
ensure that the regional offices can truly focus on finding success at specific
goals such as tapping into the renewable energy market. The local knowledge
stream leaders must coordinate and cooperate with the region head in order to
find ways of improving the company workforce. They will also be responsible for
devising strategies of motivating employees which may include the offering of
added incentives and target based achievements (Porter, 1987).
The regional head will hold meetings
with both business stream leaders as well as knowledge stream leaders and
devise an aggressive strategy to attack the new business opportunity in the
region. He or she may authorize one or two new positions in the region so that
they organization has expertise in the targeted business of renewable energy.
The regional head should discuss these strategic changes with the CEO of the
organization and implement them at the region as quickly as possible to improve
the regional business of KTG. The regional head has formulated some key points
in the strategy that he is going to use to achieve organizational success.
These points are briefly discussed here.
Market Knowledge as a Tool for
Improvement
The local organization needs to
increase and improve its market knowledge. There are new opportunities
available in the renewable energy sector and the company does not have a lot of
experience in it. Market knowledge for the sector needs to be improved and the
new regional head has identified the necessary steps that will improve the
situational awareness of employees. The new additions that are requested by the
head will ensure that the market knowledge of the whole team will increase as
these team members will share their earlier experiences in the field of
renewable energy. The regional organization will also improve its knowledge of
the available financial sources and find about the rivals that it is facing in
the emerging market so that it can offer customers competitive solutions.
Hiring Expertise
The regional head plans to add two
team members to the regional office. These members will be hired from the
renewable energy sector and they will develop the base of the regional business
in terms of information regarding the new industry. These individuals will then
be made responsible for preparing bids as well as technical documentations with
regards to the opportunities found by the company in the renewable energy
sector. These individuals will also be responsible for arranging training
sessions for existing employees and improving their knowledge of the energy
sector. These employees when trained can then offer assistance to their
trainers in order to prepare bids and documentations regarding the offer of
services in the energy sector in the region.
Reinventing the Workforce
The regional head will restructure
the working hierarchy slightly in the region and he has formulated that
formation of teams is necessary for performing work ideally. Teams can be
assigned individual projects where they share common goals of applying for a
business opportunity and making it a success. The teams will be locally
responsible for projects from the start of the bidding to the delivery of a
project. A feedback loop will also be created where team leaders will discuss
their projects with each other and provide weekly reports to the regional head
(Crum & Goldberg, 1998). The regional head will also be communicating with
knowledge and business stream heads to identify possible business opportunities
and assigning them to relevant teams in the region. The regional head will then
be responsible for arranging any trainings or demonstrations required by teams
to achieve success in their respective projects. He will also be responsible
for delivering monthly reports to the CEO with regards to the regional business
position and the market penetration of the company in the sector of renewable
energy.
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