We often read about leaders who have the uncanny ability of always making the 'right' calls. What is it about these visionaries, who more often than not beat the odds when others have failed? Business acumen, or what Warren Buffett calls 'business sense', lies in the ability to draw from effective intelligence and networks.
Leaders are able to make the right decisions only with the right information. That said, we tend to forget that relevant and timely intelligence draws from our networks: the ability to proactively identify, develop and manage relationships with key stakeholders.
“What gets measured, gets done.” In the flux that people and organisations operate in today, businesses keep ahead by building a cohesive culture that can connect people from various demographies and skillsets. Just like the diverse businesses that IMC operates in (shipping, lifestyle, real estate, investments and wellness), we recognise that business strategy is rooted in the values and vision of our organisation.
In many ways, HR plays a critical enabler role in supporting this business strategy. As much as enabler functions can draw lines in the sand about the roles we play, we exist in a symbiotic relationship with the line – that is, to support the business as a trusted advisor and to deliver quality, timely and insightful analysis. A part of this is the ability to develop and manage effective relationships, to build and maintain an effective intelligence management system, and to utilise this intelligence to create business opportunities for the organisation.
This goes back to my earlier reference about making the “right” decisions. With an effective intelligence management system, HR can support this in several ways: having the right governance structure, the right people processes, and most importantly, the right people in the right roles. This will help the organisation make effective and enlightened decisions that drive the business strategy in a unified direction.
I find merit in what Albert Einstein said: that "not everything that counts can be counted, and not everything that can be counted, counts". When all stakeholders come together to harness the power of our individual and collective networks, we will be best positioned to be on the cutting edge of change, rather than the bleeding-edge.
Senior Manger, Talent Management
Group People and Organisation IMC Pan Asia Alliance