1.5 - About University

3.5 S TRATEGIC R ESOURCING: DEFINING H IGH-VALUEW ORK FOR S ERVICE G ROUPSInspired by Jon Younger, Randy Stott, and Norm Smallwood.More and more, organizations expect their internal service groups to compete for work withintheir own organizations against the very best external service providers. Thus, it’s essentialthat internal service groups have a clear and focused business strategy. This demands a profoundsense of clarity about what they do (and don’t do) and how their service contributes tothe success of the organization. This tool will help your service group understand where itneeds to concentrate its time and energy.Sharpen your group’s strategy by organizing the services you provide into the followingfour categories.High Value-Added:Business Necessity:Unique:Generic:Work that is key to the current and future success of the organization.Necessary work, but not core to organizational success (e.g.,expense reports).Work that must be staffed internally because it is proprietary toyour organization, or for reasons of security, government regulation,policy, and so on.Work that could be provided by other internal or external servicegroups.T HE STRATEGIC RESOURCING MODELContribution to Organizational StrategyHigh Value-AddedBusiness NecessityTechnologyUnique—Must Be Done byYour ServiceGroupMarket ActivelyBe the best!Maintain EfficientlyKeep it running effectively.andExpertiseGeneric—Can Be Doneby OthersBroker and CoachFind and work with thebest in class.Contract OutFind providers of worry-freeservice and monitor them.as:As a partial example, a Human Resources group in a large organization saw their strategy82 SECTION 3 TOOLS FOR STRATEGIC THINKING