The document outlines the concept of organizational alignment, which involves ensuring that all parts of an organization are working towards common objectives to achieve business results. It highlights the benefits of alignment such as increased operating margins and reduced employee turnover, along with potential symptoms of misalignment. Additionally, it provides key questions and strategies to maintain alignment within an organization.

1. Cindy Allen-Stuckey
www.makingperformancematter.com

2. Objectives
 Describe “organizational alignment”
 Discuss the business benefits to an aligned
organization
 Recognize the symptoms of not being aligned
 Know how organizational alignment works
 Know the five (5) vital questions needed to align
your organization
www.makingperformancematter.com

3. Organizational Alignment
 The process and practice of putting everyone
in the organization on the same page.
 All facets of the organization focuses on a
common objective – achieving business
results
 A step-by-step process for getting everyone
in the organization “rowing in the
right direction”.
www.makingperformancematter.com

4. Why is Alignment Important?
Strategy
www.makingperformancematter.com

5. Top Business Benefits
 Increased Operating Margins
 Quicker Execution of Company Strategy
 Reduced Employee Turnover
www.makingperformancematter.com

6. Power of Organizational Alignment
“A mere 7% of employees today fully
understand their company’s business strategies
and what’s expected of them in order to help
achieve company goals.”
Robert S. Kaplan and David P. Norton, “The Strategy-Focused Organization,”
Harvard Business School Press, 2001
www.makingperformancematter.com

7. Your Organization Might be
Misaligned if:
 Strategies are not getting the results expected
 Not where you thought you would be
 Problems fixed to keep things moving right
now
 Departments hitting goals, company is not
 Finger pointing because of this
www.makingperformancematter.com

8. Personal Line of Sight
“A recent Gallup poll showed that organizations
with large numbers of dissatisfied workers
experience greater absenteeism and lower
productivity - as well as a 51% higher employee
turnover rate.”
www.makingperformancematter.com

9. Align Four Business Elements
 The leadership – develop and deploy the
strategy; monitor results
 The organization – structure, processes, and
operations by which strategy is deployed
 The jobs – necessary roles and responsibilities
 The people – experience, skills and
competencies needed to execute the
strategy www.makingperformancematter.com

10. Organizational Alignment –
Cascade Down
Leadership Planning
Mission, Vision, Values
Communication
Strategic Plan
Communication
Major Initiative - A Major Initiative - B Major Initiative - C
Organization
Planning
Department
Planning HR-Goal OP-Goal FI-Goal SL-Goal OP-Goal RD-Goal MK-Goal FI-Goal HR-Goal
Employee
Planning
www.makingperformancematter.com

11. Planning Cascade Up Close
Leadership
Organization
Department
Employee
www.makingperformancematter.com

12. Organizational Alignment –
Cascade Up
Leadership Performance
Mission, Vision, Values
Communication
Strategic Plan
Communication
Major Initiative - A Major Initiative - B Major Initiative - C
Organization
Performance
Department
Performance
HR-Goal OP-Goal FI-Goal SL-Goal OP-Goal RD-Goal MK-Goal FI-Goal HR-Goal
Employee
Performance
www.makingperformancematter.com

13. Alignment-Performance Pitfalls
 Developing strategy and throwing it over the
wall for implementation (execution)
 Heads-down focus
 Blaming the hired help
 Perpetuating the silo perspective
 Micromanagement
 Ill-defined roles, responsibilities
www.makingperformancematter.com

14. Questions to Keep You Aligned
 What is my role in the organization?
 What is my work responsibility?
 What is my job’s purpose
 What are the goals that guide my job’s
purpose
 What are the company goals?
www.makingperformancematter.com

15. Example of Personal Line of Sight
 My role - Problem Solving Instructor
 My work responsibility - learn, understand,
and practice problem solving thinking &
how the company values/principles
intertwine with that thinking
 Job purpose - effectively deliver to any
level/role that ignites culture
www.makingperformancematter.com

16. Example of Personal Line of Sight
 Goals that guide my job’s purpose - my
participants to
learn, understand, practice, and develop
their people in problem solving to fulfill
 company’s values and customers’
Company goals - fulfill vision.
expectations by providing high quality
training enabling to do business differently
by changing how their people think
and do business
www.makingperformancematter.com

17. Overcoming Execution Pitfalls
 Communicate and engage
 Sharpen the organization’s capability to
listen, observe, learn, and act
 Look up and out as well as down
www.makingperformancematter.com

18. Top Business Benefits
 Increased Operating Margins
 Quicker Execution of Company Strategy
 Reduced Employee Turnover
www.makingperformancematter.com

19. Summarize
 Describe “organizational alignment”
 Discuss the business benefits to an aligned
organization
 Recognize the symptoms of not being aligned
 Know how organizational alignment works
 Know the five (5) vital questions needed to align
your organization
www.makingperformancematter.com

20. Making Performance Matter
www.makingperformancematter.com
(812) 343-4366
Cindy Allen-Stuckey, MSED, MSM
cindy@makingperformancematter.com
www.makingperformancematter.com