The importance of corporate organisational strategy

Is corporate strategy just a business matter? Mistakenly, all too often, entrepreneurs consider corporate strategy simply as the definition of a winning business plan model, i.e. an organisational and strategic plan aimed, for example, at identifying the feasibility of a product or service, identifying the target market, analysing the competition and the degree of competitiveness of the sector, and defining the financial resources needed to achieve their economic and social objectives. On the other hand, to make a company truly competitive in its target market, it is appropriate to think of corporate strategy also from the point of view of the strategic organisation of people and their processes and procedures, defining a strategic framework that aims to align human capital with corporate objectives. ‘Business today needs strategic thinking on people organisation in order to attract, develop, engage, retain and systematically manage an excellent workforce, and to make its business strategies truly efficient and effective,’ says Sabrina Colombo, CEO of SDL – Sustainability Digital & Learning – a company based in Cermenate (CO) and highly specialised in ESG (Environment, Social, Governance); an all-Italian excellence that since 2017, the year of its foundation, has developed an innovative method of co-creating and co-generating new processes and procedures for economic, environmental and social sustainability, with a particular focus on Diversity & Inclusion (D&I), gender equality, parental sustainability in the company, Talent Management, and Sustainability Reporting with the new ESRs. ‘Today, we are seeing a greater awareness among entrepreneurs of the importance of corporate organisational strategy; finally, even Italian SMEs have become more sensitive to employee retention and multigenerational business management; consequently, the topics of people organisation and talent management are also attracting greater interest precisely because greater organisational well-being derives from them. It is no coincidence that there has been an increase in requests for specialised consultancy in this sense, aimed at clearly defining roles with exact powers of delegation and responsibility (reporting lines are not simply an indication of hierarchy, but go to spell out precisely how people function within the company) and to better manage relations between people – which have a huge impact on productivity performance – so that they are as serene, lively, collaborative and above all geared to accommodating the needs of all generations in the company, through constructive dialogue and confrontation. In short, a strategic organisation of people and their processes and procedures is today extremely essential for the smooth running of a company and the achievement of its strategic objectives.