The Organizational Alignment Handbook: A Catalyst for Performance Acceleration

First published in 2012, in the same way that a well-defined approach is needed to develop an effective strategic plan, an equally well-designed approach is needed to support the alignment of your organization's structure, management concepts, systems, processes, networks, knowledge nets, training, hiring, and reward systems. Examining top-down, bottom-up, and core planning and execution processes, The Organizational Alignment Handbook: A Catalyst for Performance Acceleration provides a systematic approach for establishing the infrastructure needed to support a successful transformation and make your strategic plan a reality. Bridging the gap between macro and micro approaches with a single unified theory, the book provides the understanding needed to assess the effectiveness of your organization’s current management system. It explains how to identify potential projects, introduce new practices, plan for resource allocation, and define and recommend decision governance. Identifying the capability constraints you must resolve in order for your company to thrive in an increasingly competitive business environment, the book explains: How the organizational master plan fits into alignment activities How strategic planning process and outcomes can be made part of the performance plan for individuals How to use controllable factors as the foundation for your master plan How to develop a set of vision statements that defines how your organization will function in the future The management skills your organization currently possesses might be effective in today’s environment, but are they the skills needed to meet strategic objectives in the future? This book outlines a step-by-step approach for achieving organization-wide alignment of processes, applications, and systems, and to ensure acceptance of the results by all stakeholders. It includes examples of organizations implementing the strategies discussed as well as a review of the activities you need to follow to minimize the time it takes to reach your performance objectives today and in the future.

Table of Contents:
Overview Why Organizational Alignment? The Organizational Alignment Functional Model      Key Implementation Challenges      Gauging Effectiveness      Now Ask Yourself These Questions: Harnessing the Energy of Alignment: With Albert ("Butch") Einstein and Jack ("Sundance") Welch      The Concept of Organizational Alignment      Lessons from "Butch" Einstein      Lessons from "Sundance" Welch      Two Lessons from Butch and Sundance Organizational Alignment Outcomes Challenges to Implementation      New Sources of Competitive Advantage      Working This New Aligned Way           Focusing the Alignment Strategy           Bose Shows the Way Alignment Considerations Vision-Centered Organizational Alignment Models       Approach      Outcomes      Key Implementation Challenges      Gauging Effectiveness Macro-Alignment/Micro-Alignment and Culture Change: Key Components      Goals and Values      Results Are What We Are After      Key Implementation Challenges      Gauging Effectiveness Organizational Alignment Readiness and Culture      Who Is Doing It?      Outcomes      Key Challenges Organizational Alignment and e-Business Strategy      Approach      Outcomes The Organizational Alignment Methodology The Organizational Alignment Cycle      Typical OAC Application Organizational Alignment and Organizational Planning      Approach      Outcomes Organizational Alignment and Organizational Change Management Phase I. Strategic Planning Introduction to Strategic Planning Phase Organization’s Master Plan (OMP) Setting Direction Defining Expectations (Measurements) Defining Actions Approach to Developing a Business Plan      Outline of a Typical Business Plan Approach to Developing a Strategic Business Plan Strategic Business Plans versus Strategic Improvement Plans Developing a Strategic Improvement Plan      Activity 1. Assessing the Organization      Activity 2. Developing Vision Statements for each of the KBDs      Activity 3. Developing a Set of Performance Goals.....      Activity 4. Defining Desired Behaviors      Activity 5. Preparing 3- to 5-Year Improvement Plans for Each of the Vision Statements Creating the Strategic Plan Annual Business Plan Summary Phase II. Processes and Networks Introduction to Process and Networks Phase      Defining Major or Core Processes      Process Improvement Rules           Process Improvement Approaches           Major Networks           Organizational Alignment and Knowledge Mapping           Key Processes and Network Implementation Challenges Summary Phase III. Organizational Structure Design Introduction to Organizational Structure Design Phase The Strategic Perspective Restructuring Principles Design Criteria Realignment Principles and Design Criteria      List of Activities to Help Define the Design Measurement System      Key Performance Indicators Restructuring Approach      The Roadmap for Organizational Restructuring The Alignment Process      Activity 1. Assessment           Communication Maps      Interface Study      Organizational Restructuring Workshop Activity 2. Analysis Activity 3. Redesign      The Operations and Tactical Perspective      Purpose of the Perspective      Approach for Designing an Organizational Structure      Option 1. Functional      Option 2. Vertical      Option 3. Bureaucratic      Option 4. Decentralized      Option 5. Product      Option 6. Customer      Option 7. Geography      Option 8. Case Management Network      Option 9. Process-Based Network      Option 10. Front-Back Hybrid      Span of Control and Organizational Structure      What Is the Correct Span of Control?      Balancing Managerial Work Load      Restructuring Challenges      Restructuring Effectiveness      Impact Activity 4. Documentation Activity 5. Implementation      Key Implementation Challenges      Summary of Organizational Restructuring Phase IV. Staffing Introduction The Two Approaches to Solving the Skill Mix Problem Defining Skills Requirements Outsourcing Present Employees Management Skills Summary Phase V. Rewards and Recognition System Design Introduction to Rewards and Recognition (R&R) Phase Key Objectives Seven Major Types of R&R      Financial Compensation           Challenges with Commissions           Challenges with Piecework Pay           Challenges with Employee Stock Plans           Challenges with Cash Bonuses and Gain Sharing      Monetary Awards      Personal Public Recognition      Group Public Recognition      Private Recognition      Peer Recognition      Organizational Awards Implementing the R&R System Summary Phase VI. Implementation Introduction to Implementation Phase Organizational Change Management      Murphy’s Laws Related to Change Management The Seven Phases of the Change Management Methodology      Phase I—Clarify the Project      Phase II—Announce the Project      Phase III—Conduct the Diagnosis      Phase IV—Develop an Implementation Plan      Phase V—Execute the Plan      Phase VI—Monitor Progress and Problems      Phase VII—Evaluate the Final Results Change Management Tools Area Activity Analysis (AAA)      What Is Area Activity Analysis (AAA)? Organizational Alignment and Communications      Key Implementation Issues      Gauging Effectiveness The Management Cycle and Alignment      Key Implementation Challenges Organizational Alignment and Business Performance Management      Outcomes      Gauging Effectiveness Outsourcing      Key Implementation Challenges      Open-Ended Questions Epilogue Appendix A—Definitions and Abbreviations Appendix B—Some of the 1100 Plus Improvement Tools