Alignment can be elusive for even the smallest start up companies, never mind mid-market companies that have multiple divisions, departments, or business units, different locations, new acquisitions, or remote employees. The more successful you are in growing your company, the more complex your organization becomes, and the more challenging it is to communicate effectively and attain alignment. And, as the CEO, aligning your company to succeed starts with you. According to an article in Harvard Business Review by Oxford University’s Jonathan Trevor and Barry Varcoe, "Large, diversified, and geographically dispersed enterprises, in whichever sectors they compete, require the greatest amount of strategic effort by their leadership to be aligned.”
What do I mean by alignment? An article in IndustryWeek quotes Fred Smith, Chairman of Federal Express, as saying “Alignment is the essence of management,” and goes on to say that “Alignment reflects an active ownership on the part of team members, not simply the absence of disagreement… Alignment is an agreement on the goals of the organization and on the process of allocating resources to achieve these goals.” The HBR article I mentioned earlier describes alignment in this way: winning through a tightly managed enterprise value chain that connects an enterprise’s purpose (what we do and why we do it) to its business strategy (what we are trying to win at to fulfill our purpose), organizational capability (what we need to be good at to win), resource architecture (what makes us good), and, finally, management systems (what delivers the winning performance we need).