To what degree are the executive management / board open to HRs involvement in setting the strategy for transformation?
*In your organization, how strong is HR’s voice in strategic decision making?
*In your experience,
how successful are transformation programs that do not involve HR at the
strategic level?
To what extent does HR have the internal capability in delivering a transformation program without external support?
*During transformation
programs, to what extent do you think your organization is able to strike the
balance the investments in people, process and technology?
How important is it for HR to have substantial program management and delivery experience?
*How do you ensure that HR is involved early on in the strategic planning pro-cess, and what benefits have you seen from involving HR in this way?
As a human resource professional, how do you ensure that HR has a strong voice in strategic decision-making, and what steps do you take to communicate the value of HR as a strategic function to the rest of the organization?
How do you balance
the need for agility and flexibility with the need for a structured approach
during a transformation program, and what strategies have you found to be most
effective in this regard?
In your experience,
what are some common challenges that organizations face when it comes to
successful transformation initiatives, and how do you recommend addressing them?
Can you share an
example of a successful transformation program you have led, and what were some
key factors that contributed to its success?
Can you share an
example of a successful transformation program you have led, and what were some
key factors that contributed to its success?