Guysuco Strategic Plan 2013-2017

Oct 25, 2013 Letters

Dear Editor,
It may be imprudent to risk further commentary without having access to the authentic documentation. Nevertheless, one’s concern for the industry propels the following excursion into possible approaches and methodologies which should inform a strategic planning process.
In the case of Guysuco, dispersed as it is over eight operational locations, and inextricably conjoined with workers and their communities, any rehabilitative and/or developmental exercises must take primary account of the historical loyalties and support of the sources of recruitment and employment of relevant skills.
At the same time, the planners must recognise the critical contribution of a unionised labour force and the implications for the productivity anticipated for projected operations. So that unquestionably the Unions involved must be a respected party to the consultative process so relevant to this particular planning process.
Such a sensitive and comprehensive discourse must be conducted, not only in respect of each operational location, but also importantly, amongst the various levels of human resources management and decision-making in the organisation.
The reason of this tiered consultative structure in the planning process is to ensure that involvement at every stage would result, in the most substantive buy-in of the whole, and its respective parts, of the delivery process, by all concerned.
A strategic plan, should not be distracted into merely satisfying external expectations. The planners’ first target must be their managers and operatives. It is with these groups that the final product should be tested in the most transparently practical manner; for it is obvious that if those who must operationalise the plan, are not committed to it, then the critical documentation becomes but a chimera.
Inherent in this virtual ‘renewal’ of Guysuco (albeit for the umpteenth time) must be the accepted ideology of teamsmanship which demands the emergence of a leadership ethic that attracts loyalty, leadership and enthusiasm of a high performance transformational task force.
Intricating through all the above therefore must be a sensitively designed, and effectively delivered communication programme. The numbers, whether in hectares or billions of dollars, are hardly meaningful, without the accompanying identification of the competencies for delivering the projected results by specific timelines.
A reluctant query therefore, surrounds the relevance of the capabilities of the current decision-makers at the most critical levels of Guysuco.
E.B. John

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