Introduction

Ambition – day-to-day work serves business purpose

Systems

Processes and systems provide the data, insights and tools to support people to do what the business needs

Resources

Time and money are invested wisely to benefit employees, customers and shareholders

Leadership

Leadership benefits all – gives direction, helps everyone use their strengths and learn, creates meaningful work

People

People enjoy work and commit to the business vision, colleagues trust and support each other, engagement is high

Problem – practice and purpose tend to diverge

Systems

With time, processes and systems get more complex, decisions slow, information gets stuck, silos emerge

Resources

Time and money are spent inconsistently, cost rise – fewer resources scuttle excellence, innovation and growth

Leadership

Leadership gets tougher, managers struggle to uphold standards, bureaucratic controls rise, direction is lost

People

Unwieldy systems, limited resources and equivocal leadership harm engagement, performance and outcomes

Solution – align practice with purpose, deliberately

Enhance effectiveness through a culture of alignment, where systems and resources – the ‘hard’ stuff’ – as well as leadership and people – ‘the soft stuff’ – are equally consistent with evolving employee, customer and shareholder demands

Benefit – how alignment works for everyone

Your Employees

Your people find themselves in a workplace where their efforts more easily translate into results – engagement and satisfaction rise

Your Customers

Aligned organisations respond better to evolving customer demands, competitive threats and market and technology advances

Your Shareholders

When work practices are aligned with business purpose, costs fall and outputs improve – financial returns are higher and more sustainable

Aligned organisations make for good business

Revenue Growth

Employment Growth

Stock Price Growth

Net Income Growth

(Figures show how many times companies with a ‘performance-enhancing’ culture outperform businesses that place a lower value on leadership, employees, customers and shareholders; see 1992 Harvard study in Corporate Culture and Performance.)

How to create a more consistent, aligned organisation?