Janine Sergay
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Janine is an organizational strategy and development expert who has helped myriad individuals, teams, and organizations across a wide range of industries for more than 20 years. She has hands-on experience at every managerial level. Her extensive experience on three continents provides a real-world perspective. She has guided companies to implement new strategies, to achieve new growth, and to improve bottom-line results; enabling them to face their challenges as they move into the future. She has also directly guided CEOs through the transitional building phases of their companies into making them industry giants. Her consulting clients range from Fortune 500 companies, public sector organizations, to small entrepreneurial ventures.
For more on our organizational development training programs please visit our website.
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Investing in your people, so as to bring about changes in behavior and to improve their identified skill sets, is an investment in the future success of both your people and your organization. It is well worth the energy to take the time to plan and deliver a training development curriculum with care, consistency, and a concerted effort to bring about change.
The fact that strategic planning is not a linear process, rather iterative in nature and requires multiple variables to be considered, increases the disquiet felt when having to tackle it. An essential part of strategic planning is ensuring that there is strategic alignment. In order to understand alignment, there is a need to understand systems thinking.
An organization needs to be well positioned in the marketplace so as to enjoy - a competitive advantage if a for-profit business, and - a solid reputation if a not-for-profit organization. The organization also needs to operate efficiently and cohesively so as to achieve desired results.
A strategic plan, once you have asked the right questions, used the right tools, and have made sound decisions, can be relatively easy to construct. It is in the implementation that the difficulties arise. A strategic plan's intended results can only be realized by following through on its implementation.
The old cliché – no resource is more important than your people – still holds true today…well, that and cash flow!. You cannot afford to ignore talent management in your organization today, if you wish to stay in business tomorrow.
Layoffs are a strategy of last resort. There are so many other options to explore to position a company well with a board or to improve efficiencies or to post solid cost to revenue ratios. That is not to say that layoffs are not a viable strategic option that, at times, has to be executed. Layoffs are sometimes the best route to take. But when they take place, there are definite challenges that have to be faced.
The central theme of this topic is HOW DO I DEVISE A TRAINING STRATEGY? There are five key elements to consider:
