For the day after tomorrow 

Corporate Alignment

It is the age old story, a fantastic idea in principle but poorly implemented. Getting business strategy to work and deliver the results it promises is something that many organisations struggle with. The causes are multiple as are the proposed solutions.

The chain of command from boardroom to marketplace is lengthy, and along the way strategic intent can be distorted. Effective strategy implementation, business management and corporate governance depend on everyone having a clear understanding of what the organisation needs to deliver, how they can contribute, and how their contribution will be recognised and ultimately rewarded.

In today's world, all organisations need to change rapidly and effectively, identifying and exploiting synergies between their component units, continually optimising their use of resources and allowing employees to realise their potential. To try and achieve this most organisations focus on the improvement of operational processes to the exclusion of the business management process.

What is Corporate Alignment?

So how does Corporate Alignment address these issues? Corporate Alignment explicitly aligns everyone and everything inside and outside the organisation around a single set of corporate goals, therefore delivering these goals more quickly, more effectively and at a lower cost.

Many approaches make these sorts of claims, but how things are done affects their effectiveness. Corporate Alignment differs from other approaches in the way it achieves these results.

Firstly, Corporate Alignment starts from the future - where you want to be - rather than trying to improve the present - where you don't want to be. This stimulates radical and objective thinking about what needs to be done and employed.

Secondly, Corporate Alignment uses this picture of the future as a benchmark to challenge the present objectively, systematically and radically, which increases productivity and improves services.

Thirdly, Corporate Alignment allows and requires everyone to state the contribution they will make to the corporate outcomes, and how they will do so, which aligns everyone and everything around the corporate goals, internally and externally.

Finally, Corporate Alignment uses diagrams rather than prose to define the causal relationships between the required outcomes, activities and resources at all levels. This enables joined-up working and predicts the probability of achieving the required outcomes, reducing risk and reassuring the organisation's governors.

What does the future hold?

Most organisations have given thought to the future, but sometimes this thinking is vague and has little effect on operations or behaviours. In such cases, Corporate Alignment requires the creation of a Future-Proofing Benchmark.

The Future-Proofing Benchmark improves an organisation's peripheral vision and increases the completeness, consistency and probability of its strategy. The beauty of future proofing is that it enables anyone to question the current status quo in a powerful but unthreatening way.

In order to create a picture of the future an organisation needs to ask itself some challenging questions such as; What will the world be like in future? What will be the consequences of this future world for the organisation? How should the organisation prepare for this world?

Future-Proofing can be challenging for organisations as often the pressures of the competitive work environment mean that we are reactionary, responding to the symptoms of a problem rather than an underlying cause. It is this looking to the future that epitomises Corporate Alignment and highlights the benefits that an organisation can derive. The ability to predict achievement of outcomes whilst utilising resources to best effect is something that all organisations would wish to achieve.

The future of Corporate Alignment

More and more organisations are recognising the competitive need to align everything and everyone around a single set of corporate goals. Corporate Alignment achieves this by simplifying the management process and making it transparent. In so doing, it increases the probability and reduces the cost of delivering corporate goals.

 

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