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Call signal 6. Drop back 7. Tangible deliverables. Expressed in past tense. What must be present for the output to happen. Conditions Existing factors that influence the use of inputs and processes used to produce outputs. The Environment. Consequences The effects that the output has on a person, product, service, or situation. Must be measurable. Process Steps The steps followed using the inputs, under the conditions, in order to produce the outputs.

What people DO Use verbs. Feedback Response to outputs that confirms success or indicates needed adjustments. May be formative or summative. Value judgments should be used during assessment to improve work.

Aligning Performance: Improving People, Systems, and Organizations

Be relatively specific, i. Language of Work Definition Rules cont. What will be useful after? Who Provides Input into the Analysis? A: Does the output have different processes? Then it should be broken down. Then rank the outputs from most general to most specific.

So What Is Strategic Alignment?

Because the chance of a broad output covering a specific output later are higher. Work Support Matrix Culture All organizations have a culture; the question is: is culture the healthiest it can be to promote good work? What is Work Support aka Culture? Prioritize needs and 3. Select interventions …to enhance the work support for the new organization. Tie comments issues and needs to the work support matrix. Display Results on the Work Support Matrix 1. Business Needs 2. Knowledge 3. Orientation 4.

Partners 5.

Personnel 6. Projects 7. Strategy 1. Client Retention 2. Goal Consistency Across Units 3. Repeat Business 4.

Reputation 5. Teamwork 1. Management System 2. Partnerships 3. Performance Improve- ment Interventions 4.

So What Is Strategic Alignment? | NIST

Personnel Selection 5. Skill Maint. Workflow 7. Work Group Ties 1. External Regulations 2. Internal Policies 3. Professional Ethics 4. Professional Standards 1. Hardware Technologies 2. Knowledge Transfer Mechanisms 3. Management Facilitation 4. Software 5. Systems Approach 6. Schedule 1. Marketshare 2. Measures of Success 3. And we had to align all our individual desires and gain cooperation of external partners, like the luau providers. Was that strategic alignment? It was challenging at times and strategic alignment is difficult. However, I began to wonder, isn't there more to true organizational strategic alignment than the alignment of people, although that alone can certainly be a challenge.

I did some literature searching to see if there was general agreement on the definition of strategic alignment. I found two articles in the Houston Chronicle about strategic alignment, with a focus on for-profit companies. The first article, by Steven Symes , defines strategic alignment as, "what matters most to the organization and then create a road map to achieving the organization's purpose. So this definition focused on the planning process. So, maybe our family wasn't in strategic alignment, since there were no "leadership" goals that others had to align with? Finally, I went to the source of all knowledge, Wikipedia , which defines strategic alignment as, "the process and the result of linking an organization's structure and resources with its strategy and business environment regulatory, physical, etc ".

In the end, I think all of these concepts are important to strategic alignment. It is the first of the 11 Baldrige Core Values and Concepts. A systems perspective means, "managing all components of your organization as a unified whole to achieve your mission, ongoing success, and performance excellence. You need to view the organization as a system with interdependent operations that need to operate in a unified and mutually beneficial manner.

It incorporates key business attributes, including core competencies, strategic objectives, action plans, work systems, and workforce needs. How does your organization operate? With a systems perspective or a more narrow approach of choose your definition! The Baldrige Excellence Framework has empowered organizations to accomplish their missions, improve results, and become more competitive. It includes the Criteria for Performance Excellence, core values and concepts, and guidelines for evaluating your processes and results.

The major shortcoming of Baldrige and the Quality profession is that up to now, it has never defined how to standardize or map a process. Thanks for the comment. I would say that Baldrige does not tell you how to standardize or map a process, but it does focus the organization on being process driven. Quality tools provide the how for achieving process rigor and driving out waste. I believe Baldrige and Quality combined have served the community well in achieving process standardization.

Baldrige provides the systems perspective, and the focus on results and learning. Tools, like LEAN, provide the process rigor.

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If your organization is not explicitly aligned in the way everyone articulates your mission, vision, values, and goals, your actions are not likely to be focused in the same direction. And with everyone playing a different game, your chances of winning are dramatically reduced. Look at it this way; deciding you want a cup of coffee your strategy is not the same as getting up and making a cup of coffee aligning your actions to your strategy.

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This gets to the heart of what strategic alignment is. Note that the definition talks about decision-making and actions. Note also that, implicit in the definition, is the fact that strategic alignment involves NOT DOING some of the things that you might currently be doing… things that do not support the realization of strategic goals. There has, over the last few decades, been a lot of academic research into the effects of strategic alignment on organizational performance.

There are some really powerful conclusions:. We could go on - there are many studies into the impact of strategic alignment - but I think the message is clear. Strategic alignment matters because it is very strongly linked to improved business results. I would also suggest that strategic alignment matters because, in principle, it is very easy to fix. You just need to put your strategic goals at the heart of everything you do. There are two steps; first you need to identify your strategic goals, then you need to assess the relative importance of your goals.

Strategic goals are not specific projects or initiatives. These are deliverables or actions that exist to help you achieve your goals. Looking at the key projects your team is working on is often a good place to start identifying the actual goals. Let me put that another way. Next, if your organization has a set of key performance indicators, they can help you figure out what the overall goals are. This means that your KPIs may reflect your goals from several years ago!

One airline I spoke to had a set of KPIs that they used to drive resource allocations. So, KPIs can be a good starting point, but double check that they really reflect your current goals. Well, simply put, not all of your goals are equal. More importantly, your key stakeholders are unlikely to agree what the relatively importance of your goal. While this sounds like a simple task, it turns out that there are good ways and bad ways to do it. That kind of process is open to decision biases creeping in and tends to be poor at building real consensus and buy-in though you may think you reached consensus.

Strategic planning is the process of defining strategy and then cascading it down through the organization and turning it into a tactical plan. Strategic planning happens at all levels in the organization. Done well, strategic planning builds strategic alignment into everything you do.

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Core corporate goals and drivers are taken up by the divisions of your organization. Each division then comes up with their own strategy and the associated goals. At each level, managers should be selecting initiatives and investments that support their goals - in other words, the goals become criteria for selecting the right things in which to invest time and resources. For this to work, however, the leaders of a group need to be able to clearly articulate the goals and this is one of the common ways an organization can fail to align its activities to its strategy.