! You may understand your strategic capabilities inside and out, but
you’ll have a hard time capitalizing on them without placing your A
players in strategy-specific slots, as you saw in the last lecture.
In order to do this, you’ll need to get to know your people with real
nuance—their raw capabilities and carefully honed skill sets; their
performance history and their growth potential; their passion and
their motivation.
In short, you must inventory your talent and figure out where they
will thrive.
CREATING A TALENT INVENTORY Let’s say you’re a manager who’s just been given the job of running
a small business unit at a large company. The unit’s revenue is
modest—in fact, some people at headquarters don’t even know you
exist—but you’ve spotted an emerging customer segment that offers
tremendous growth potential. It could also make your existing line
of products increasingly irrelevant.
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You’re not the only one to see the opportunity, though. A rival
company also seems to have spotted it—and your quiet, unexciting
business is about to become quite competitive. Capturing this
strategic opportunity could cause your career prospects to soar.
You face numerous business strategy questions, of course. But as
you answer these, it’s crucial for you to also be assessing your
workforce. You’ve probably determined that you’re going to have to
take fuller advantage of your people’s capabilities than you have to
date, as well as add another capability or two to your current set.
A good first step is to conduct an honest appraisal of your existing
talent to determine what your current team members can and can’t
do, in comparison to the competencies that are now required. One
way is to use a simple 2×2 matrix to create a snapshot of your
current team, classifying your employees along two dimensions—
how much they are contributing now, and how much you expect
they will be able to contribute in the future as they learn and
mature.
The categories are illustrate
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