Management Enablers includes: Strategy & Governance; Management System; Operating Calendar & Rhythms; Cost Management Agility; Span of Control; and Job Role clarity and consistency.

Defining the Problem:

  • Establishment of an overall Human Capital strategy and supporting governance structure is a critical step to holistically improving performance across the value chain; and, lack of alignment with leadership’s operating calendar and supporting management system and rhythms could be a barrier to strategy activation
  • Merger and acquisitions, internal re-alignments, advances in technology and newly constructed facilities continue and raise an organization’s need for cost management agility; additionally, the subsequent consolidation of activities and positions to avoid duplication of efforts has not kept pace - raising an organization’s need for assessment of department structures, span of control, and job role clarity and consistency

What You Should Know and Consider:

  • Existing Integrated & Strategic Financial Planning (ISFP) processes and events should provide a venue to align leadership on Human Capital strategy and governance structure
  • Leadership operating calendar and supporting management system and rhythms are critical enablers of Human Capital strategy activation
  • Creation of a culture of cost agility combined with ongoing assessment of department structures and span of control are the new norm

Solution Dynamics:

Establishing and activating Human Capital strategy and governance requires a look at the effectiveness of management enablers such as strategy development processes and events, operating calendar and supporting management system and rhythms. Work also typically includes robust assessment of department structures, span of control and job role clarity and consistency.

GE Value Statement:

GE’s approach to Management Enablers addresses required solution dynamics to drive the following improvements:

  • Establishment of a holistic Human Capital strategy and governance
  • Linked and optimized operating calendar and management system processes and events
  • Proper alignment of roles and responsibilities of peer positions, including span of control and compensation, yielding increased management satisfaction and reduced turnover in key positions

[Click here for full-sized Human Capital Value Chain Image]


Human Capital Value Chain Quicklinks:

Overall Human Capital Value Chain Model

Talent Acquisition

Total Rewards

Performance Management

Talent Development

Demand-Based Staffing

Daily Shift Management

Labor Productivity

Management Structure

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