Scott paper company case study

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Scott paper company case study

This is based on applied research and strategic HR consultancy with over 30 global organizations over the past 15 years. Using a case study of a global outsourcing company, it describes the process by which DiSCs can be developed and deployed by the HR function to achieve sustainable competitive advantage in global trading.

Findings The link between global strategic intent and the role of HR is clearly defined using the DiSC model and the examples given show the strategic value that can be achieved using the model to enable global trading. Practical implications The DiSC model can be deployed in Scott paper company case study organization profit or non-profit by HR to ensure that its global strategic intent can be achieved and to help ensure sustainable competitive advantage.

In addition to the well-understood HR competencies and processes which need to be deployed for global success, this model further allows the HR function to impact strategy development and implementation.

This paper shows how DiSCs can be identified, built and deployed.

How we picked the finalists

Building strategic differentiating capabilities Professor William Scott-Jackson, Scott Druck, Tony Mortimer and Jonathan Viney, Oxford Strategic Consulting Much of the advice available to the HR function HRF on International HR management is tactical and operational, covering subjects such as expatriate deployment and conditions, local culture and legislation, global working practices and employment models in overseas territories.

The most successful global organizations are increasingly showing the following characteristics and attributes: Operating styles may differ — for example, family or state businesses often have different motivations and timescales to those owned by anonymous shareholders — as may leadership.

Scott paper company case study

For example, the Gulf Arab leadership style has distinctive characteristics Scott-Jackson, Growth plans are focused on exploiting opportunities overseas, while at the same time learning how best to compete with non-local firms in the domestic market.

Examples of different cultural frameworks are the diverse conglomerates from India; the rise of semi-state enterprises with commercial and national objectives in the Gulf States; and the increase in state- directed enterprises from China. This also allows relatively small organizations to act globally and increases the competition from such firms — even against larger established players.

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Those organizations that successfully operate globally are, therefore, able to achieve the following: It is the job of the global leadership team and the global HRF to provide enough strategic direction, leadership and persuasion to achieve global objectives while retaining local harmony.

But where to start? From an HRF perspective, the most effective starting point is the recruitment and development of the right global leaders and building the right organizational structures, such as touch points with local operating companies that allow leaders to function effectively in their global roles.

The HRF must ensure that the global business and sales leadership has sufficient experience, insight, leadership and sensitivity to engage pull and drive push staff in the local operating companies to support global initiatives. In addition, the HRF needs to support local HR staff and business leaders to build the required skills and supporting business processes.

These capabilities will be a mixture of global and local and can be grouped into the following two main categories Scott-Jackson, These are necessary to compete in the relevant markets and are possessed, to greater or lesser degree, by all competitors.

At any one time, any competitor can lead in any capability, such as technical ability. In well managed organizations, these capabilities are typically incorporated into competency frameworks used in recruitment and development. These are the capabilities that provide sustainable competitive advantage, allow the achievement of the strategic intent and strategy, are highly valuable and are very difficult to copy Scott-Jackson, These capabilities are distinctive, not based on best practice.

For global organizations especially, these capabilities provide a real strategic advantage.Ethics in the Workplace Case Study Action Plan: Scott Paper Company Essay Sample.

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Scott Paper Company - Case - Harvard Business School