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Organizational
alignment is about reaching “good fit” between your organization’s
reason for being and “the way we do things around here.”
You can realign your organization through strategic planning,
process improvement or redesign, organizational design, or culture change
(or all of these). A
successfully realigned organization can yield:
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A
clear strategy that fits your context and core competencies.
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Better-focused,
more-coherent effort.
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Reduced waste and cycle time.
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More responsiveness, innovation and value added
through people.
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Organizational
alignment can help get your organization "firing on all
cylinders." It's most critical:
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When
your strategy
seems “out of synch” with your customers or competitive playing
field
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When
the
“way we do things around here” seems fat, fragmented or convoluted
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When the customer gets
conflicting answers from different departments and each department
sees the other as the enemy
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When you've outgrown
the structure and culture that made you successful
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When the existing
structure and culture produce compliance but not initiative
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Spotting
needs and getting focused: Uncovering customer/community needs and
get the organization aligned on strategy.
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Unblocking workflow: Streamlining workflow and unblocking
informational arteries.
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Organizing for results: Designing structures and channeling power
to get the job done.
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Calling out the best from your culture:
Assessing the “walk” vs. the “talk.” Finding the “deep
river bed” that it will take to sustain change.
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Diagnosis:
Engaging stakeholders in identifying what they want to become and
where they stand.
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Strategy
and Purpose:
Creating a deep and comprehensive understanding of the
organization’s context, competitive playing field, strategic
options, and unique purpose.
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Process improvement or redesign: Streamlining and unblocking the workflow.
Providing information and authority to expedite action.
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Organizational
design:
Helping stakeholders decide how to organize to accomplish purpose and
create depth, resilience and self-control.
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Performance
management systems:
Creating the information flow and feedback “dashboard” that make
ownership, initiative and accountability stick. Creating HR
systems and coaching capabilities to reinforce progress.
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Culture:
Uncovering what really matters. How do things get done around
here? What’s the difference between our walk and our talk?
How can we call out those parts of our culture that pull us in the
right direction?
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