His explanation however made immediate sense. I see organisations that have not had a wheel alignment for a long time. Despite the best strategy, they cannot drive straight. The leaders spend a lot of energy holding the steering wheel to go in one direction. Employees feel frustrated and less productive. Just like me they all notice that things are not going smoothly, but most likely do not realise that some corrective actions are needed.
There are five distinct business areas where an organisation needs alignment. Just like the car, the organisation runs smoother, with less waste and dysfunction when these areas are in alignment. When they seamlessly interconnect and align, an organisation can maximise its potential, and achieve growth and engagement with employees and fulfilment of customer's needs.
These business areas are: strategy, leadership, employees, brand, and customers and other external stakeholders. They need alignment with organisational mission and values, organisations structural system and personal alignment between values, beliefs and wanted behaviour within the construct of societal changes.
During change this alignment is usually heavily impacted. However, this model helps assess where the change occurs and where the organisation remains stable. Hence, change planning is made easier and implementation can focus on the areas needing most resources and priority.
The Conscious Business Alignment Framework shows the interconnect of these business areas with the alignment variables. Over the coming months we will look at each of these interconnections in more detail.