Organisational Genome / Peopletree Group

Translate business strategy into organisational capabilities and individual competencies. Based on Porter's Five Forces with 70+ competitive strategies.

How the organisation establishes, defends, and extends its position in the market - brand dominance, trusted advisor status, and cross-industry recognition.
How the organisation acquires, develops, and retains customers - from high-value relationship management to profitable handling of price-sensitive segments.
How the organisation manages its supply chain - from buying power and procurement efficiency to strategic sourcing and supplier acquisition.
How the organisation generates and commercialises new ideas - from early adopter strategies to value-added service differentiation in low-margin markets.
How the organisation optimises its internal operations - capacity planning, cost-per-unit reduction, capital expenditure management, and distribution efficiency.
How the organisation builds the human capability required to execute strategy - developing leaders, attracting scarce skills, and building succession pipelines.
How the organisation builds partnerships that create competitive advantage - with suppliers, customers, unions, and other key stakeholders.
How the organisation grows its revenue base - entering new geographical markets, extending product/service lines, and leveraging industry access.

Bargaining Power of Buyers - How much leverage customers have over pricing and terms
Bargaining Power of Suppliers - How much leverage suppliers have over your input costs
Threat of New Entrants - How easily competitors can enter your market
Threat of Substitutes - How easily customers can switch to alternative solutions
Rivalry of Competitors - The intensity of competition within your existing market

Strategy Translation - The leadership team selects the business strategies that will drive competitive advantage from a library of 70+ strategies across 8 capability clusters. Each strategy is grounded in Porter's Five Forces and validated against your operating environment.
Capability Mapping - Selected strategies are translated into the organisational capabilities required to execute them. This answers: what does this organisation need to be good at? The result is a clear capability profile - your Org Genome.
Competency Derivation - Each capability is mapped to the behavioural competencies (from the Talent Genome) that leaders and teams need to demonstrate. This creates a Leadership DNA - the specific competency profile required at each level to execute the strategy.

Do we have the talent to implement the strategy?

Translating strategies into competencies allows you to compare the talent you have against the talent you will need to effectively execute the strategies.

Should we modify strategies to better align to our existing talent?

You can also use the Org Genome to identify which strategies will be easy to execute because they play to the strength of the talent you have.

Build sustainable relationships - Building and managing strong key customer/stakeholder relationships to increase engagement and long-term loyalty.
Diversify offerings - Creating service differentiation in terms of flexibility and speed of delivery to be recognised for customisation.
Harness the power of information - Adapting IT to new business opportunities and leveraging business intelligence to enter new markets.
Leverage volume and spend - Using high volumes to create returns in low-margin segments and leveraging buying power for preferential pricing.
Maximise operational efficiency - Leveraging economies of scale in distribution to reduce costs and increase efficiencies.
Optimise the value of talent - Investing in the development of current and future leaders to build a continuous leadership pipeline.

Talent assessment
Development planning
Succession planning
Recruitment profiling

8 capability clusters
70+ competitive strategies
Based on Porter's 5 Forces
Facilitated workshop by Peopletree

18 competency clusters
60 behavioural competencies
Forced ranking assessment
TalentPrint and TalentPrint Plus

Strategic talent planning - Use the Org Genome at the start of a strategic planning cycle to identify the talent gaps that will prevent strategy execution before they become a problem.
Leadership development - Build leadership development programmes that are directly tied to the strategies the organisation needs to execute - not generic competency frameworks.
Succession planning - Identify which leaders have the competency profile to step into roles that require specific strategic capabilities - and where development investment is needed.
Recruitment profiling - Define role profiles for senior hires based on the strategic capabilities the organisation needs - not just the job description of the person who previously held the role.
Merger and acquisition integration - Use the Org Genome to compare the capability profiles of two organisations and identify where talent gaps or overlaps will affect the success of an integration.
Strategy review and alignment - Use the Org Genome in reverse - assess your existing talent and identify which strategies are most likely to succeed given the competencies already present in the organisation.

Business Strategy
Org Genome Capabilities
Talent Genome Competencies
Leadership DNA

Org Genome: Organisational Design Framework

The Org Genome maps organisational capability at team and enterprise level using the same Talent Genome framework that underpins TalentPrint assessments.

org genome, organisational design, strategic capabilities, leadership DNA, Peopletree

Platform

Strategy Framework

What competencies are to people, capabilities are to a company. The Org Genome translates your business strategy into the organisational capabilities and the leadership competencies required to execute it.

Ready to translate your strategy into talent?

Peopletree Group facilitates Org Genome workshops with leadership teams. The output is a Leadership DNA that connects your business strategy directly to the competencies your people need to execute it.

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The strategy-talent gap

Most strategies fail because of a talent mismatch

One of the main challenges organisations face is ensuring that appropriate and sufficient talent is available to support the organisational and business strategies needed to obtain competitive advantage.

The Org Genome closes this gap by making the connection explicit, translating strategy into capabilities, and capabilities into the specific competencies leaders need to demonstrate.

Research foundation

Built on Porter's Five Forces

The Org Genome is based on the 5 forces that shape competition and therefore strategy in any industry. Developed by Michael E. Porter of Harvard Business School in 1979.

The process

From strategy to competencies in three steps

Peopletree Group facilitates an Org Genome workshop with the leadership team. The output is a clear, actionable link between business strategy and the talent required to execute it.

The framework

8 capability clusters, 70+ strategies

The Org Genome organises all competitive strategies into 8 capability clusters. Select the strategies relevant to your business and the framework does the translation.

The output

Leadership DNA

The final output of the Org Genome process is a Leadership DNA, a set of strategic capability statements that describe what the organisation needs its leaders to do, and the specific Talent Genome competencies required at each level to do it.

Leadership DNA profiles are created for each management level (executive, senior management, middle management) and can be used as a lens for assessment, development planning, succession, and recruitment.

See TalentPrint assessments

Translates business strategy into the organisational capabilities the company needs to master in order to compete.

Translates organisational capabilities into the behavioural competencies individuals need to demonstrate.

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