Strategic Alignment

Strategic Alignment

Alignment exists when the organisation responds as a whole. The plan is not the planning document but the set of assumptions on which the leadership bases its actions. When these assumptions are similar, then actions are executed in an aligned way. Vision-based strategy, working with business model and integrating performance management with scenario-based strategy are all effective ways to build alignment.

Alignment is one of the key "invisible assets" of an organisation that enables rapid sensing and repositioning as customer needs and markets change

Business Model Development

Description: 

This workshop sensitises leadership to the emerging requirements from customers and stakeholders. They learn to identify distinctive competencies, competitive advantage and how the organisation mobilises this system to develop sustainability in the face of competition.

Participants: 

Senior executives, managers and supervisors

Programme Results: 
  • learn to use Systems Thinking as a technique for team learning and building alignment about key variables of the business model
  • identify distinctive competencies and  competitive advantage (cost-leadership, differentiation and  channel  management)
  • understand how these aspects can be integrated to reinvest in developing distinctive competencies
  • learn to test the robustness of the Business Model in different future conditions (Scenarios)
  • identify options and develop strategic leverage areas
Duration: 
2 consecutive days, 9h:00 -17h:00

Building Strategy and Alignment

Description: 

When a strategy has been developed, it is up to the management to create a process that ensures that the organisation acts upon it. This team-building process focuses on the key steps that turn desired results into action plans with clear accountabilities and review processes.

Participants: 

Intact senior and middle level leadership teams

Programme Results: 
  • unravel the defining moments in the history of the organisation that created the current reality
  • develop a shared set of desired results and a organisation purpose
  • testing for robustness and strategic leverage
  • action planning and accountability processes which build clear performance contracts
  • planning review processes, guidelines
Duration: 
3 consecutive days, 9h:00 -17h:00. Pre-work booklet is provided to prepare participants
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