An HR leadership team used strategy alignment and a follow-on RACI process to connect priorities, projects, KPIs, and process-level ownership.
Understanding the situation before designing the response.
Our Client
An HR function maturing its operating model, strategic priorities, process ownership, and project execution discipline.
The Situation
The leadership team needed to move from broad strategy and initiative discussion into ownership clarity and execution foundations.
The Transformation Challenge
Priorities, responsibilities, project sequencing, and process ownership were not connected in a usable operating model.
The work included leadership offsite facilitation, pillar mapping, 3W1H, SWOT-to-KPI thinking, project backlog development, and a process-level RACI workshop.
The team moved from alignment conversation to documented ownership, execution inputs, and clearer boundaries for follow-through.
Ignite clarified strategic pillars, leadership responsibilities, process scope, RACI roles, KPI hypotheses, and follow-through boundaries.
Strategic pillar map; multi-year backlog; RACI workbook; process inventory; parking-lot boundaries.
Let’s discuss where stronger coordination, change leadership, organization design, or targeted workflow support could create leverage.