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Value of Alignment

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Collaborative work of SurveyTelligence Certified Consultants

Collaborative work of SurveyTelligence Certified Consultants

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  • 1. “ If you want sustained growth & profit you must know how to create alignment between people, customers, strategy and process.” Dr. George Labovitz, Power of Alignment The Value of Engagement and Power of Alignment
  • 2. Employee engagement a pre-requisite to correct alignment
    • Engagement is the outcome of one’s personal
    • Satisfaction
    • Commitment
    • Pride
    • Loyalty
    • Sense of purpose
    • Advocacy
    • Initiative
    • Persistence
    • Energy
    • Engaged teams
      • Know there is a plan
      • Understand the plan
      • Agree with the plan
      • Buy into the plan
      • Energize the plan
  • 3. Engagement and the Bottom line
    • A 50% spread in observed performance
    • Companies with high levels of People engagement improved 19.2%
    • Companies with low levels of People engagement declined 32.7%
    • Towers Watson
  • 4.
    • Wealth Creation
      • The EPS growth rate of organizations with engagement scores in the top quartile was 2.6 times greater than organizations with below average scores .
    • Gallup (survey of 89 organizations)
    Engagement and the Bottom line
  • 5. Productivity Engaged Peoples are consistently more productive, profitable, safer, healthier, and 87% less likely to leave their employer. Corporate Leadership Council & Fleming & Apslund Engagement and the Bottom line
  • 6. Safety Those with engagement scores in the bottom quartile averaged 62% more accidents. Gallup Engagement and the Bottom line
  • 7. Engagement Myths
    • The Drivers are the Same across all Organizations
    • They need to be set within the context of the local or departmental culture
    • Engagement Drivers are the Same as Business Drivers
    • They are very different from Business Drivers and need be integrated
    • People Engagement should be ‘Maximized’
    • Engagement bears costs and needs to be targeted & optimized to your needs
    McBassi & Co
  • 8. Canadian Conference Board Research Line of Sight Inspiring Vision Goal Clarity Task Relevance Access to Information Performance Indicators Nature of Work Understanding of passions Sense of Autonomy Decision Making Authority Sense of Security Challenging Work Development Specific Job Knowledge Ongoing Performance Feedback Recognition of Capability Input into Individual Plan Defined Career Path Career Opportunities Opportunity for Promotion Performance/Compensation Alignment Tools and Resources Effective On-Boarding Trust & Integrity Values/Behavior Alignment Consistent Communication Sense of Empathy Openness to Feedback Strong Follow-Through Co Workers Mutual Trust Open, Candid Communication Support & Encouragement Energetic Positive Environment Teamwork & Collaboration Organizational pride Organizational Success Effective Leadership Efficient Management Community Involvement Leadership Inspiration Clear Communication Commitment to Diversity Adaptable to Change Resourceful Predominant Engagement Drivers Emotional Rational
  • 9. Engagement So How do we Achieve it and how do we Measure it? Sustained Growth & Profit are achieved by creating consistent alignment between “engaged” people, and the “the business drivers” of customers, strategy and process. Sustained Excellence emerges when all the key elements of a business are connected to one other and to the Customer. George Labovitz ~ The Power of Alignment But how to align the execution of an entire organization with the coherence of a laser beam?
  • 10. Some Symptoms of Poor Alignment
    • High turnover and low morale
    • Passive-aggressive behavior
    • Inability to articulate strategy
    • Reduced accountability
    • Sub-optimal teamwork
    • Little upward information flow
    • Fragmentation and duplication
    • Inappropriate or misguided initiative
    • Short term focus on results
    • Divisional goals trump corporate strategy
    • Institutional apologists
    • ‘ Quit but show up’ syndrome
    • Indeterminate ‘referred’ pain
    Every organization is perfectly aligned to achieve the results they deserve
  • 11. Looking for Alignment The key questions
    • Is the Strategy clear, well communicated & priorities understood by all?
    • Are Leaders aligned to deliver ‘Exceptional’ leadership?
    • Do the Processes work efficiently~ Are they balanced between skill development and customer requirements?
    • How do I understand, identify and plan to improve the Culture ?
    • Do I have a clear understanding of the needs – by each demographic – of our People ?
    • Most importantly , what do the Customers say and how does it impact attrition, retention and overall profitability and sustainability?
  • 12. Getting started Managing and optimizing alignment Monitoring alignment of people with business drivers Measuring the current state of engagement and alignment
  • 13. The Axes of Alignment Process
    • Horizontal Alignment
    • Eliminating boundaries between company and customer
    • Understanding, creating, delivering and supporting customer needs
    • Value creation throughout supply chain
    • Clearly differentiated and synergistic functional responsibilities
    • Vertical Alignment
    • The rapid and efficient deployment of business strategy throughout the organization
    • Employee engagement and strategic buy-in through consistent communication
    • Two-way flow of information through empowered employees
    • Enabled by measurable and actionable metrics
    Customer Strategy People
  • 14. Alignment: Supporting the “Main Thing” Strategy Customer People Process and the main thing is to keep the main thing the main thing
    • Connecting employee behavior to the company mission and strategy
    • Linking teams and processes to customer needs
    • Reshaping strategy with real-time customer information
    • Creating a culture where all four elements work seamlessly
    The main thing is the reason you are in business and how you will succeed
  • 15. The Complexities of Alignment Process Customer
    • It is necessary to measure, monitor and manage more than Horizontal and Vertical alignment.
    • Additional key relationships
    • Strategy to Customer Link
    • Customer to People (employee) Link
    • People to Process Link
    • Process to Strategy Link
    Strategy People
  • 16. Implementation
    • How well are you aligned:
    • Is the Strategy clear, well communicated & priorities understood?
    • Are leaders, managers and workers aligned to deliver ‘Exceptional’ Experiences?
    • Are customers being delighted?
    • Do the processes work efficiently enough to be cost effective?
    • Do the people have training needs – individually or in aggregate?
    • Does engagement exist at every level, with “ commitment , pride, loyalty , a sense of individual purpose and willingness to be an advocate for the organization — to go beyond normal expectations , displaying personal initiative , effort and persistence, that is directed toward organizational goals .”
    • Do you have a CAT scan diagnostic tool to keep you informed?
    • Do I have a clear understanding of “engagement” and “business drivers” by each demographic?
  • 17. Implementation t
    • It’s all about execution :
    • Managers are influenced primarily by their immediate supervisors
    • Behavior and culture at departmental levels are influenced primarily by local management
    • If you can build a brilliant manager core, then alignment and engagement are assured
    • Certified, trained internal experts using precise diagnostic data can build a brilliant manager core: expect sustainability and accountability to endure year after year
    • “ Internal Experts “ are free
  • 18. Alignment Diagnostics Reduce Complexity The SurveyTelligence InfoTool makes it simple
  • 19. Four Steps to Align & Engage Organizations for greatest success
  • 20. 16 basic questions, complemented by customized questions
    • Strategy
      • Communication
      • Relevance
      • Management cohesion
    • Customers
      • Priorities
      • Feedback
      • Strategy review
    • People
      • Feedback
      • Incentives
      • Cooperation
    • Processes
      • Buy-in
      • Effectiveness
      • Flexibility
    Topics addressed
  • 21. CAT scan-like diagnostics, analysis and identification of recommended alignment adjustments
    • The diagnostics deliver a clear picture of the existing culture of the entire organization and the pain points
    • Provides leadership with systems, tools and information to “make evidence-based, quality leadership decisions”
    • Automated, statistically calculated, selection for best ROI actions
  • 22. The worlds most powerful alignment analytics Overall Alignment Index “ The Main Thing” Category “ Critical Success Factors” Dependent Factor “ Key Indicators” Survey Questions Q1 Q2 Q3
  • 23. The worlds most powerful alignment analytics Team 2 Team 1 Team 3 Comparative Alignment Dashboard
  • 24. The worlds most powerful alignment analytics Radar diagrams Correlated dependencies And many, many more
  • 25. And Powerful Analytics CAT scan-like diagnostics, analysis and identification of recommended alignment adjustments
    • The diagnostics deliver a clear picture of the existing culture of the entire organization and the pain points
    • Provides leadership with systems, tools and information to “make evidence-based, quality leadership decisions”
    • Automated, statistically calculated, selection for best ROI actions
  • 26. “ If you want sustained growth & profit you must know how to create alignment between people, customers, strategy and process.” Dr. George Labovitz, Power of Alignment

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