Strategy Implementation Tasks 2022

Running head: STRATEGY IMPLEMENTATION
STRATEGY IMPLEMENTATION
Name of the student:
Name of the university:
Author Note:

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1. The key reasons for Egon Zehnder International’s success as an international executive
search firm are it’s three pillar of values on which it rests it’s functions.
Figure 1: The 3 pillar model of success
Source: Created by author
 The first value of client being considered as the first and moost important element in
the success are always kept ahead of the firm’s staff and other staeholders. The full
focus is given on the needs and the added requirements for the clients in order to build
a relation with loyalty and trust in future through the provision of client under a fixed-
fee approach. The flat fee system encourages the clients to maintain the bond for long
time-period with productive candidates.
 The second value is of one- firm partnership where the roots of all the operations are
entangled with each other with interdependencies. The collaboration across the
boundaries of being operating as one large firm with the wide base of top leadership
helps the organization to search for the clients and the candidates a t a global scale
level with more business growth and dversity across the channels.
 The third value is of reputation where the goodwill of the organization makes it a
successful venture attracting the top clients and gathering a huge pool of candidates.
The character and image of the firm doesn’t involve in any unethical or demoral
practices that will harm the client’s reputation also1.
1 Martin, Graeme, et al. "Corporate governance and strategic human resource management: Four archetypes and
proposals for a new approach to corporate sustainability." European Management Journal 34.1 (2016): 22-35.
ClientsfirstOne-firmpartnershipReputationforquality

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2. The people strategy of EZI is to be evaluated at the strategic level where how well the
strategy of human resources fit with the both internaland external environment are to be
aseesed and controlled 2.
Figure 2: The process of evaluation
Source: Created by author
People
Strategy
Stregnth Weakness
Selection The firm recruit local talent who
already had experience in the
consulting operations with high skills.
There is diversity in culture and
language upon selection of
consultants3.
The long and hectic process of
interview to go through more
than 10 rounds in the global head
office and then rejecting the
candidates.
2 Rothaermel, Frank T. Strategic management: concepts. Vol. 2. McGraw-Hill Education, 2016.
3 Boon, Corine, et al. "Integrating strategic human capital and strategic human resource management." The
International Journal of Human Resource Management 29.1 (2018): 34-67.
To establish
performence
standards
Measure
organizational
performence
Measure the
operational
techniques
Compare the
performence with
standards
Measure the
deviation
Evaluate the
deviation
Take corrective
actions Monitor

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Promotion The promotion is baased upon the
succession ladder qualification with
the collaborative partnership made
with the firm 4.
The seniority is much important
criteria with long period ties with
the firm, where consutlants can
take the ladder.
Compensation A partner compensation system is used
where the equal distribution of profits
are made across the boundaries to the
partners in a ‘lock-step’ basis. The
system is very transparent and based
on the long term trust.
The compensation is not based on
financial terms of performance
but with the long-term seniority
collabortation with the team of
company.
3. The key challenges facing the firm in April 2000 are
 The mergers and public ownership by other search consultant firms aare on rise,
while the firm presently find it as a weakness and a big challenge to operate in
suddent collaboration with different industrial firms which might affect the
partnership in long run. The one-firm partnership approach is very diffciult to
maintain in the competitive market.
 The Internet technologies of prviding clients with candiates and providing more
better solutions globally are done by many companies, howver EZI lag behind in
the digital technologies of internet with sophisticated recruitment and partnership
firm technologies.
4 Delery, John E., and Dorothea Roumpi. "Strategic human resource management, human capital and
competitive advantage: is the field going in circles?." Human Resource Management Journal 27.1 (2017): 1-21.

4STRATEGY IMPLEMENTATION
The process of prioritizing the challenges to be focused on are to be through a value-
comptency matrix.
Figure 3 : Value –complexity matrix
Source:https ://www.reforge.com/brief/use-a-product-value-matrix-to-prioritize-your-
roadmap#2JnxYqmSTuFfLyEQSGb8XQ
The value complexity matrix with the option of two challenges are to be prioritized
with the value as get imposed on their implementation. The challenge with high business
value but low implementation complexity is to be chosen. The complexity should always be
low.
The response of the suggestion to launch a strategic review is positive and totally
agreed. The process in which the strategic review is to be proceeded is:

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Figure 4: Strategic Review Process Framework
Source: http://www.oas.org/juridico/PDFs/mesicic4_usa_omb.pdf
The strategic review process will involve the consideration of the strategic objective
with the prioritization and evaluation of which stategy planned is effective, then the strategy
execution prcess with the agencies, partners and the overall full management is to be
monitored with the inputs used in the process 5. The resource requirements and the supply are
to be evaluated. The output as from the process are to be maeasured in terms of the set
performance standards . The deviation is to be calculated and the impact on the outcomes
from the delivery channels and the consultant partners are to be reviewed. The impact of the
strategy on business is to be alingned with the external environmental trneds and changes
simulatanieiusly6.
5 Grattan, Robert F. Strategic review: The process of strategy formulation in complex organisations. Gower
Publishing, Ltd., 2011.
6 Chletsos, Michael, and Anna Saiti. "Process of Strategic Management." Strategic Management and Economics
in Health Care. Springer, Cham, 2019. 53-67.

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Bibliography
Boon, Corine, et al. "Integrating strategic human capital and strategic human resource
management." The International Journal of Human Resource Management 29.1
(2018): 34-67.
Chletsos, Michael, and Anna Saiti. "Process of Strategic Management." Strategic
Management and Economics in Health Care. Springer, Cham, 2019. 53-67.
Delery, John E., and Dorothea Roumpi. "Strategic human resource management, human
capital and competitive advantage: is the field going in circles?." Human Resource
Management Journal 27.1 (2017): 1-21.
Grattan, Robert F. Strategic review: The process of strategy formulation in complex
organisations. Gower Publishing, Ltd., 2011.
Martin, Graeme, et al. "Corporate governance and strategic human resource management:
Four archetypes and proposals for a new approach to corporate sustainability."
European Management Journal 34.1 (2016): 22-35.
Rothaermel, Frank T. Strategic management: concepts. Vol. 2. McGraw-Hill Education,
2016.