Trong cuốn sách này tác giả vẽ trên tài sản lớn của họ về kinh nghiệm để cung cấp hướng dẫn về cách để cải thiện kinh doanh bằng cách nâng cao vai trò quan trọng của nhân sự. Các tác giả cho thấy chủ động nhân sự lãnh đạo có thể làm cho một tác động thực sự và tích cực về kinh doanh. | 12 Introduction Performance-Led HR Continued 10. Which important organizational capabilities workforce competencies and assets support the underlying strategy 37 11. How must these capabilities competencies and assets be aligned to the products service or information flows 38 Note that we use the language of a value web rather than a value chain. We think this is much more appropriate. For most organizations the series of activities comprising the value chain now extend beyond the internal configuration of core capabilities and out across a broad range of external partnerships or other key relationships. Effective business model execution means thinking about and managing not just the organization s own strategic capabilities but also those others . outsourced or allianced operations39 . Rather than thinking about adding value through a traditional two-dimensional value chain - one that comprises the horizontal flow of value through successive points of value delivery - more and more business models recognize the importance of a third dimension - which is the existence of multiple stakeholders and external partners at each stage - and the need to think about building complex capabilities that capitalize upon and are built through more collaborative space. . Engaging the boardroom We need to turn the problem of the possible inability of other key players in the organization to recognize or contribute to the strategy of the business on its head. How do CEOs and CFOs understand the people aspects of their strategy and how can HR enable this understanding Top teams have often spent months learning about the realities of a new business model but then expect their businesses to execute the new model in short-order. HR Directors need to be able to unpick the strategic learning process and use this to educate both the workforce and the board about the realities involved. This raises two important questions 1. What does the capability of being able to discuss new .
