Synergizing Training Strategy with Corporate Strategy


The primary objective of synergy is that employees acquire all the skills and knowledge they need, but only what they need. What do they really need? Whatever is essential to formulate and fulfill a successful corporate strategy? Certain skills and knowledge are needed to determine what products and services the company should produce, and what kinds of technology should be used to produce them; other skills and knowledge are needed in order to apply new technologies most profitably.

Those who determine corporate strategy must calculate whether the organization is capable of acquiring strategically necessary skills and knowledge on schedule. In learning companies, therefore, a senior officer in charge of training takes part in formulating strategy. That individual can also advise whether a more ambitious strategy would be feasible from the standpoint of training, and can help subsequently to communicate the strategy to all parts of the organization.

Communication of the strategy is vital. Trainees and their supervisors take training seriously only when they believe it will further the company’s prosperity and their own. If they do not understand the skill and learning requirements of the corporate strategy, they cannot make valid decisions on how to achieve strategic goals.

Ultimately, it is the chief executive’s responsibility to see that the training requirements of corporate strategy are met. The key points to be monitored are program priorities, program objectives, and program outcomes.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please contact www.asifjmir.com, Line of Sight

The Drive for Speed


The time culture can impose unrealistic deadlines upon those who are charged with the responsibility for delivering improvements. When a supply chain is involved, the single company may be no more able to achieve a tangible impact upon the external environment than it can deliver all the value that is sought by a final customer. When others are involved, there is likely to be bargaining and negotiation.

Environmental initiatives should not result in the pressure for speed or response driving out the lonh-term thinking that is required. Assuming results are required, these might best be achieved as a result of flexibility within the framework of a longer-term relationship.

Today’s craze can be tomorrow’s memory. Too many managers assume that trends will continue longer than subsequently turns out to be the case. With many environmental and social policies taking taking many years to have a significant impact, companies face a dilemma similar to that encountered by those seeking to change attitudes and behavior. By the time the outcomes initially sought have been achieved, the requirement may have changed. Will there be a backlash when people count the costs? Will they become bored? Will certain lobbies go the way of the skateboard as possible become more aware of the lack of achievement in relation to fundamental problems?

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please contact Asif J. Mir.

Targetting the Gap


Gap exists between aspirations and results or the desired or target state and what actual accomplishment is. Organizations must see how such gaps are bridged. They may often be accomplished by backward-chaining logical sequences of actions or intermediate states from the desired state to the present state. In other words, asking the question: “What must be in place, or must have happened in order that this desired state can exist?”

Nonetheless, “what ought to be” is a highly variable target. Also, some problems have many alternative solutions, in which case backward-chaining search strategies may have little practical use. What matters at the end is proper planning and right prescription to the specific situation. My Consultancy–Asif J. Mir – Management Consultant–transforms organizations, makes them relevant, and suggests solutions for succes. For details please contact Asif J. Mir

Strategic Planning


A company’s strategy is a game plan management has  for positioning the organization in its chosen market arena, competing  successfully, pleasing customers, and achieving good business performance. It has five components:

  1. Forming a strategic vision of what the company’s future business makeup will be and where the organization is headed;
  2. Setting objectives;
  3. Crafting a strategy for achieving the desired outcomes;
  4. Implementing and executing the chosen strategy efficiently and effectively;
  5. Evaluating performance and initiating corrective adjustments in vision, long-term direction, objectives, strategy, or implementation in the light of actual experience, changing conditions, new ideas, and new opportunities.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations, makes them relevant, and suggests solutions for succes. For details please contact Asif J. Mir