How do you adapt your gap analysis and action plan to different contexts and scenarios?

It is necessary to take into account external elements that affect organizational performance while modifying gap analyses and action plans to fit different scenarios and contexts. These variables could be modifications to the industry rules, improvements in technology, alterations in the market environment, or variations in the state of the economy. Organizations can customize their gap analysis and action plans to address particular difficulties and take advantage of emerging opportunities by performing comprehensive environmental scans and maintaining up to current on pertinent external events.

It is also interesting to note that most industries are disrupted by digital and would be important to align human resources and skill development to this change.

Les méthodologies utilisées dans l'analyse stratégique des secteurs du type Xerfi, permet de lister toutes les variables endogènes et exogènes. Par exemple, est-ce que l'inflation du cours des matières premières a de près ou de loin un impact sur mon P&L ? Est ce que le contexte legislatif peut venir perturber mon activité, etc... La mise à jour de ces trends permet de définir un canevas d'étude.

Tools like the PESTLE analysis (political - economic - social - technological - legal - environmental) is a good way to scout & benchmarke the external outlook where your business operates in. In addition, if you want to leverage competitive resources from a workforce perspective, you can also lean on Gartner Talent Neuron data or Linkedin Insights, which is both paid content.

Do not conceive all the ideas, worries and pressure in yourself. Communication is key and it has to be effective. Start by carrying along the stakeholders, share them the current state of the situation. Ask for their opinion and encourage contributions without bias and judgement. Filter the suggestions and analyze which will work best for the action plan going forward.

One of the important source of information would be strategic planning exercise. It helps to bring together multiple perspectives and align to overall objectives.

Lors d'étude d'organisation, la méthodologie Moon et Star est souvent hyper impliquante des le départ. Comme le disait Oscar Wilde, Visez la lune, au pire vous atterrirez dans les étoiles. Le scénario Moon est donc à co-construire avec les équipes en amont : Où allons nous, que voulons nous réaliser dans le meilleur des cas. Le scénario Star devient un scénario un peu plus pragmatique, moins long terme. Ces 2 scénarios sont à co-construire et tester par les différentes parties prenantes.

Not every action is a home run. Figure out what moves the needle most with the resources you have. Think of it like this: What can you do right now that would bring you closer to where you want to be, without breaking the bank or burning out your team?

La planeación se debe basar en objetivos e indicadores, se trata de hacer un proceso de "alineación constructiva" donde se revise la estrategia de la organización. Utiliza herramientas electrónicas, hay muchos programas que se pueden utilizar para revisar los alcances, avances y lo que podemos mejorar.

Siempre es necesario tener un proceso de seguimiento acorde, herramientas basadas en indicadores me permite avanzar, lo mejor es utilizar herramientas que estén validadas. De otro lado, se pueden utilizar esquemas que permiten ajustar en la misma situación problemática, partiendo de preguntas orientadoras y que se haga de manera paulatina y sistémica.

En organisation prédictive, je recommande de définir plusieurs scénarios, avec des bornes d'entrée et de sortie. Par exemple, mon scénario A tient la route selon 3 critères : Taux de turnover de mes équipes, Ratio d’enr?lement dans une formation spécifique et date de mise à dispo d'un outil SIRH. Si les bornes min / max sont atteintes, alors mon scénario ne tient plus, et nécessite de passer au scénario alternatif. Cela permet d'anticiper très en amont les variations et donc la réaction de l'organisation à cette modification. Elle est attendue, et non plus subie.

Mistakes are just unplanned learning sessions. Got a gap that didn't close as you hoped? Dive into what happened and why. Keep what works, tweak what doesn't, and always stay hungry for new ideas that could make the next round even better

Cuando das una retroalimentación efectiva es fácil mejorar, porque aprendemos de manera efectiva cuando nos ayudan a identificar los procesos. Bajo este proceso, lo que se puede hacer es reconocer las cosas positivas que tienen las personas y darles potenciales soluciones a los problemas que se plantean.

As a senior executive, who is masterful in the oversight of diverse areas of a well rounded portfolio of programs, projects and initiatives, I adapt my gap analysis to include various trends, internal and external environmental factors and industry best practices to ensure that the portfolio is evaluated holistically and business solutions are readily available in order to transcend all organizational challenges. The cornerstone of this approach is the willingness to continuously acquire new knowledge and the ability to consult with a broad range of other subject matter expects and practitioners.

Flexibility and agility are paramount in responding to changing circumstances. Organizations must be prepared to pivot quickly and seize emerging opportunities while mitigating risks effectively. Integrating technology strategically enhances operational efficiency and effectiveness. Leveraging data analytics, automation, and emerging technologies can optimize processes and enable data-driven decision-making. Sustainability and corporate social responsibility (CSR) considerations are increasingly important. Aligning actions with ethical and environmental standards not only enhances reputation but also contributes to long-term value creation and stakeholder satisfaction.