Aligning Strategic, Tactical, and Operational Level Learning for Performance

Lyle Yorks, Amy Lui Abel and Denise Rotatori
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Lyle Yorks: Columbia University, Teachers College
Amy Lui Abel: The Conference Board
Denise Rotatori: Bank of New York Mellon

Chapter 7 in Strategic Human Resource Development in Practice, 2022, pp 115-130 from Springer

Abstract: Abstract Strategic HRD interventions integrated with intelligent technologies initiatives can provide an architectural framework for addressing strategic, tactical, and operational performance issues across organizational levels. We describe this framework as the HRD pyramid. In the age of Volatility, Uncertainty, Complexity, and Ambiguity (VUCA) continuously reassessing the strategy of an organization is critical for surfacing potential threats to organizational performance and sustainability. The strategic responses to these potential threats then require planning for and implementing necessary realignments of operations as previously depicted in Willie Pietersen’s strategic learning cycle. As the strategic changes are executed, performance needs to be continuously assessed and, as always, performance problems need to be addressed through HRD interventions. This chapter provides a framework for addressing performance problems that emerge during the execution of strategy at the tactical and operational levels of the organization.

Date: 2022
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Persistent link: https://EconPapers.repec.org/RePEc:spr:mgmchp:978-3-030-95775-9_7

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DOI: 10.1007/978-3-030-95775-9_7

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