Strategic planning is a complex organizational process that requires fundamental awareness regarding community, product, and business expansion techniques. Jane is a highly qualified employee who has been promoted for significant contributions to management publications of importance to a broad audience. However, members identified it as insufficient prerequisites for further career advancement. The main stumbling blocks were the lack of experience in CRM, corporate and environmental analysis, and data collection on the appropriateness of a particular strategic structure.
The responsible committee includes seven members from the various executive and institutional divisions of the company. Consideration of Jane’s application requires discussion based on narrative, corporate reports, and an assessment of the candidate’s career path. Most of the members stated that Jane’s current experience, skills, and area of professional interest did not match those desired for the position. In particular, the commission noted that the specialist has concentrated on management publications for a broad audience, which has insufficient cases of contact with the required skills. The first point of inconsistency is skills regarding innovation and change in the corporate and external environment. Jane has no practical experience in CRM or related marketing or management specialties. As known, this scope of knowledge shows analytical skills in relationships with the team, clients, and the community. Members noted that Jane would not be able to deliver a broader corporate vision or innovate a proposal or marketing policy. Moreover, it is these qualities that should be the basis of the required candidate. Thus, Jane does not have strategies for analyzing a dynamic market structure and adapting the corporate vision to innovative external trends.
Required skills and experience include analyzing the corporate and macro environment. It is no secret that the diversification of business areas means fiercer competition for companies. Consequently, collecting data from the team, the clients, and the market environment allows enterprises to make timely business transformation decisions. Members noted that the candidate must take leadership in terms of innovation and adapt the corporate vision to relevant missions. Jane lacks qualifications such as analyzing internal and external markers of a company’s performance. For example, studying the sales statistics and the regional economy, assessing the technological potential within the current policy, and the team’s psychographic connection to the potential organizational goals are essential skills for the candidate. The board examined Jane’s career path and experience and concluded that demonstrated qualifications would not allow the company to transform its vision into a dynamic market structure.
The commission took into account that the candidate did not make a significant contribution to the organizational changes. Even the lack of required qualifications could have been compensated for by past merits. However, Jane did not stand out in leadership qualities while painstakingly fulfilling the assigned tasks. A leadership position requires more fundamental experience in corporate policy change, including personalized innovation and adaptation of the strategic structure. The members concluded that despite Jane’s essential qualifications, the candidate could not be recommended to the Senior.
The commission reviewed Jane’s application and noted a lack of professional qualifications and leadership skills. In particular, the candidate lacks strategies for analyzing market structure, corporate policy, and the potential for change within a dynamic external environment. Besides, Jane is not qualified in CRM to find profitable ways to connect with the market and the buyer and data collection for long-term change. Members concluded that this application could not be approved and passed on to the Senior.