Founded 25 years ago in a South African garage by three young engineers, growing to a 4.5 USD billion organization, expanding worldwide through acquisitions, entering and exiting businesses, surviving the dot net collapse in the early 2000's and the combating the changes in the competitive landscape, facing changing market conditions and evolution of customer demand, portfolio migration from basic, one shot, hardware sales to performance based multi-country managed services deals - were some of the major changes that the organization has faced in the past.
Bottom line, IP (intellectual property) management is key in this company because their intrinsic value is mostly people based, as they have no or little industrial assets. While recognizing the importance of IP as a factor of competitive differentiation (experience, proof points) and financial performance (repeatability, optimized learning curve), little has been done to establish and coordinate global and local HR strategies. Group HR develops very specific programs like the Leadership Forum (retention & development of key individuals) or DDU (on-line university) and leave country alone for day to day operations.
As the market faces skills shortages, as the multi-national business is booming, and as the sales model moves from transaction to annuity, it is important to put in place streamlined HR policies and mechanisms that will support an expected organic growth rate of 15/20% per annum (2/3 time the market).
There are many different research techniques that have been used by the company when recognizing and identifying the changes that are about to take place in the economy, the industry and within the company itself. The techniques that were chosen by the company differed based on the situation, the circumstances and most of all the information that needed to be gathered to make effective decision.
Market conditions are always bound to change and can never be expected to remain static even in the most stable economic conditions and therefore the company through the years has used many different techniques to keep and eye on the market. It was common knowledge to the senior management team that just looking at the external environment alone is insufficient and that the organization should look at both the micro and macro level environment as well as the internal environment of the company.
Therefore the organization always carried out three different studies and used different frameworks to analyze the situation in the outside environment. In order to study the