Beverly Weber - North Carolina Journal for Women

Beverly W. Weber,
President, Spectrum Consulting Services, Inc.

Making Your Department
a Strategic Partner

The economy in the past several years has changed the way organizations conduct business. The shift in demand, expectations of employees, advertising, unemployment, downsizing, global markets, mergers, and acquisitions have caused organizations to rethink how to do business. At least the businesses that want to survive are rethinking their approach to stay alive and competitive. With the expansion of the World Wide Web, we are in a global market whether we like it or not.

Organizations must work more efficiently and effectively than ever before to be successful. Strategic plans must be implemented and reviewed on an ongoing basis. Marketing, Finance, Operations, Human Resources, as functional departments, must align themselves as a Strategic Partner with corporate management.

The function of each department today should be to increase the stock price, add to the bottom line, and improve efficiencies. This can be a paradigm shift for some to consider. But, in order to survive in today’s and the future’s market, we must assertively become a viable Strategic Partner!

Indications that a department is a Strategic Partner:
1) The department manager reports to the highest-ranking official in your division or location.
2) The department manager participates on the Sr. Management Team.
3) The department manager is asked to attend operational meetings, or events for your organization, or industry.
4) The department manager is on the distribution list to receive a copy of the monthly financials.
5) The caliber of conversation the senior executives in your organization have with the department manager is about new product lines, new services, capital expenditures, or where to locate a new facility.

If the department is not there yet, it can be. Be prepared for a slow change as it can take two to five years to make that change, depending on organizational size and the view of the department from top management.

There must be a different mindset in order to change.
When you think differently, you act differently.

Remember, your place is a Strategic Partner at the corporate table, not just a department operating within the organization.

Suggestions on how departments can become a Strategic Partner:
1) Ask to be put on the distribution list for your organization’s monthly financials. (If you don’t know how to read and understand the financials, take a course or buy a book to further educate yourself.)
2) Understand the organization’s goals, objectives, mission, vision, and timeline.
3) If the department is not participating on the Sr. Management Team, get there. Ask for a place at the table, for every meeting.
4) Develop a Departmental Strategic Plan that includes one, three, five, and 10 years out. Determine what the goals, objectives, needs, and budget is required.
5) Publish five to seven strategic goals every year that support the organizational goals.
6) Quantify the department’s monetary (bottom-line) contribution annually and publish it.
7) Become a business partner.
8) Read business publications and books that deal with global business issues.
9) Consider outsourcing functions to save money and build expertise. Use consultants to identify areas to improve effectiveness and efficiency.
10) Take time in every departmental staff meeting to educate everyone about the business and its revenues, expenses, and future plans.

Do not take no for an answer. Keep asking the questions. Make sure that goals, plans, and decisions for the department are in line with the organization’s goals. Publish the bottom-line numbers for the department on a regular basis. Each department, Marketing, Finance, Operations, Human Resources’ goal is to be a business partner, a strategic partner.