Strategy Recruitment – Understanding Competencies

The word “Strategy” is bounced around the market without much consideration into its deeper meaning or function within an organisation. People claim to be strategic in their roles, particularly as they progress within an organisation’s hierarchy. Whilst this is true to a degree, are they really strategic by the global definition? And, if so, why is there still a need for specialist services from the strategy firms? Surely if everyone could do it, the Strategy firms would be out of business. This is not the case - in fact these organisations thrive and create insurmountable value for their clients the world over.

By examining the service offerings of The World’s most trusted Strategy firms, Recruitment firms can now begin relating them back to the competencies their consultants bring to the client solution in order to develop a valuable resource operating model.

Role competencies for Strategy can be interrelated yet retain some distinct emphasis on the following matter differences. Briefly they are:

• Corporate /Growth
Planning for the medium to long term, In-organic growth options and investment and portfolio strategy
• Business Unit Growth
Short to medium term planning and organic growth scenarios
• Strategic Sales& Marketing:
Marketing and branding strategy, customer strategy and segmentation, product strategy, innovation, pricing strategy and sales force effectiveness
• Operations
Operating model design and re-design, supply chain and procurement strategy and business process improvement/reengineering

In order to partner with ASX listed organisations and global multinationals, a strategy recruiter must first earn the right to partake in such an exclusive community by investing heavily in the relationship, and by committing resources to developing their understanding of these competencies.

Contact Information

Adam Forster

Enterprise Accounts Director

Ethos Corporation

Contact via E-mail