A technology organization is undergoing a strategic expansion, targeting emerging markets. The organization's current workforce has not had experience in dealing with the innovative products which…

Question

Options

• AIncrease the total number of employees focusing on new hires with expertise in emerging
• BInvest in targeted training programmes for existing staff in relevant emerging technologies
• COutsource the development of new technology segments to specialized vendors
• DRestructure the organization to create specialized departments for emerging technologies

• A
  4% (1)
• B
  79% (22)
• C
  7% (2)
• D
  11% (3)

Explanation

Investing in targeted training programmes (B) is the best approach because it leverages the existing workforce's institutional knowledge, cultural alignment, and organizational experience while closing the specific skills gap - making it both cost-effective and strategically sound for long-term capability building.

Why the distractors fall short:

• A (New hires) is tempting but ignores existing talent; mass hiring is expensive, slow, and risks cultural disruption without guaranteeing the right expertise.
• C (Outsourcing) sacrifices strategic control and internal knowledge retention - critical weaknesses when entering markets where proprietary capability is a competitive advantage.
• D (Restructuring) addresses org design but not the core problem: people still lack the skills, regardless of what department they sit in.

Memory tip: Think "build before you buy." In strategic expansion questions, upskilling existing staff is almost always preferred over structural changes or external dependency when the root issue is a skills gap, not a headcount gap or capacity gap.

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