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.

! 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

Explanation & Answer

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