Our Approach
Introducing our nine strategic lenses
The nine strategic lenses which underpin the FutureHR Academy form the inner core of our model and drive how we organise and deliver information and learning.
On the outer ring are the operational priorities which link to each and are embedded in the programmes that we offer.
01 Value
Change & Transformation
Environmental, Social & Governance
02 Purpose
Environmental, Social & Governance
The Employee Experience
03 Culture
The Employee Experience
Leadership
04 Decision Making
Leadership
HR Tech/Data Analytics
05 Data & Tech
HR Tech/Data Analytics
Building Critical Skills & Competencies
06 Learning
Building Critical Skills & Competencies
Total Talent Management
07 Talent
Total Talent Management
Upskilling HR/NEW HR Competencies
08 Ecosysytem
Upskilling HR/NEW HR Competencies
Organisation Design
09 Agility
Organisation Design
Change & Transformation
Mapping the future
Our existing framework for transformative change and sustainable high performance continues to show its relevance. The Big Seven map directly onto our nine strategic lenses and the adjacent operational priorities. This shows us we have our map and our compass for Reshaping for the Future.
We are confident our programme and platform – framed by this map – will create the requisite skills and capabilities to overcome challenges and succeed.
Work 2.0
sits across
Ecosystem, Agility, Value, Purpose & Culture
It has implications for Change & Transformation, Environmental, Social & Governance and The Employee Experience, Organisation Design and the Upskilling of HR.
Talent
sits across
Talent, Learning, Data & Tech, Decision-Making & Culture
With Total Talent Management under–scoring how vital this is to organisational success. It also links to our Employee Experience and Building Critical Skills and Competencies.
Culture
sits across
Agility & Value
It is implicated in The Employee Experience and Organisation Design and is enabled through Change & Transformation to better reflect the power a positive culture and climate have on performance.
Change
sits across
Agility, Value & Purpose
It is clearly part of our Change & Transformation priority with a leaning into Environmental, Social & Governance highlighting the shift from purely bottom-line profit/frugality to more sustainable and ethical operations. It has implications for both Organisation Design and The Employee Experience.
DEIB
sits across
Culture, Purpose & Value
It is of significant importance in the following operational priorities: Environmental, Social & Governance, The Employee Experience, Leadership and Change & Transformation.
Wellbeing
sits across
all lenses, and is particularly present in Culture
It is particularly relevant for Environmental, Social & Governance and The Employee Experience.
Leadership
sits across
Decision Making, Culture, Purpose, Data & Tech & Learning
It has implications for Talent Management, Critical Skills, and Leadership itself.
HR Tech & Data
Whilst these are not specifically mentioned in your big seven issues from our survey, we know the strong enabling mechanism provided by superior digital technology and the analysis and power of deductive insight from well-constructed data trails.