Talent

Discover your unique talents and make the most of them at work

Teams

Collaborate effectively in high-performing teams

Communication

Learn the skills – and art – of effective communication

Leadership

Leadership, motivation and employee engagement in organisations

Customer

Creating memorable customer experiences

Home » Leadership

Achieving organizational alignment

Submitted by on Monday, 1 July 20133 Comments

Achieving organizational alignment

organizational alignmentAchieving organizational alignment is a real challenge for many companies. If we are to believe the findings from various CEO surveys then Talent and Strategic Execution are two challenges that crop up again and again. Achieving organizational alignment is where these two intersect. This post covers how you can do that.

What is organizational alignment?

Good organizational alignment happens when:

 Your strategy is clear

 Your strategy is clearly broken into goals

 Your people take ownership of those goals

 Your people execute those goals

In larger organizations, companies will ‘cascade’ these factors down the levels of management. Here’s an example of how this cascading process may happen:

achieving organizational alignment

Now this may sound easy enough. But as a company gets bigger, typically more and more layers of management are put in place. This increases the likelihood that the above steps can go sideways. Then add to the mix…

− Conflicting goals between departments

– Personality clashes, both within and between department members

– A failure to delegate those goals within departments

– A failure to execute those goals by those at any point of the chain…

…and you have organizational alignment problems!

How to improve organizational alignment in your company or business unit

If the above problems ‘sound like your company’, then the good news is that you can do something about them!

The reality is that most of these problems are ‘soft skill’ related. So here’s what you want to do depending on your level in the company:

» If you’re at team level, then you want to work on team development by focussing on the Five Dysfunctions of a Team Model to start, and working through those blockages.

» If you’re at organisational level, then have a look at implementing a good employee engagement survey, to try to diagnose the issues at hand. Or check out our employee engagement solution here.

» If you are a department manager, and are faced with a difficulty cascading objectives and tasks, then training your people in supervisory skills will help.

Then there’s another factor…

If this doesn’t sound challenging enough, as the cascading process takes place, people forget one other, critical factor…

…the customer!

Have a look at the graphic below which we used in a previous post on customer focus:

http://www.talent-technologies.com/new/wp-content/uploads/2009/06/customer-focus.jpg

As you can see, the ‘taller’ a company gets, the more likely it is to forget the customer. For companies in Asia that struggle with hierarchical cultures, this creates an even bigger challenge!

We’ll be dealing with this issue soon so stay tuned by subscribing below…

 

Talent Technologies | Producing Change

 

3 Comments »

  • An impressive share! I’ve just forwarded this onto a friend who has been doing a little homework on this. And he in fact bought me dinner simply because I found it for him… lol. So allow me to reword this…. Thank YOU for the meal!! But yeah, thanx for spending the time to talk about this subject here on your site.

  • Broken Arrow says:

    […] we’ve seen before the importance of achieving organisational alignment. But a competency model is not the way to deliver that. As Mike Myatt has argued in his Forbes Inc. […]

  • […] the 20-50-30 rule happens all the time. We’ve seen some teams with very high engagement and alignment levels. It’s simply a rule of […]

Leave a comment!

Add your comment below, or trackback from your own site. You can also subscribe to these comments via RSS.

You can use these tags:
<a href="" title=""> <abbr title=""> <acronym title=""> <b> <blockquote cite=""> <cite> <code> <del datetime=""> <em> <i> <q cite=""> <s> <strike> <strong>

This is a Gravatar-enabled weblog. To get your own globally-recognized-avatar, please register at Gravatar.