This is the third in a series of posts about deploying specialized talent to address serious enterprise challenges.
Strategies to deploy the talent to the problem area share traditional process steps:
A) Select a scope and results to get done
B) Identify costs and timelines (if possible)
C) Start work effort
D) Adjust scope, expected results, costs, and timelines to match learned realities
E) Focus work efforts to achievable results
As can be seen, the range of problems exceeds the specialized knowledge in any management team (including legal, financial, technological, or communications skills). A specific team will be stronger or weaker in their expertise and capabilities to work on a problem – no team can work all of the efforts needed during an incident. To minimize costs and consequences talent is needed before the incident happens – and will be surely needed after to minimize effects.
The nuances of deploying talent span cultures (social and business), domains of knowledge, and enterprise organizational structures (commercial or government). Recognizing the need for talent is the common requirement. Management must then pick a strategy to justify a choice, and control the execution of the talent requirement.
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