In most organisations, the growth plan and the people plan are written in different rooms, at different times, by different people.
The growth plan sets the direction. The people plan then attempts to resource it, usually after the numbers are agreed and often after the first delivery pressure appears.
The cost of that sequence is rarely recorded. It shows up as delayed launches, stretched leaders, and appointments made under time pressure that would not have been made with a quarter's notice.
Bringing the two together does not require a large process. It requires the people question to be asked at the same table as the commercial one: what capability does this plan assume we have, and do we have it.
Where the answer is no, there are usually several options. Hiring is one. Structure, development, partnership and sequencing are others. A talent conversation held early can consider all of them. Held late, it can only consider the fastest.
A talent conversation held early can consider every option. Held late, it can only consider the fastest.
