Alignment Model & Process. Organizational Alignment. What is the Alignment Model?. A tool for achieving superior results through purposeful organizational alignment A means of understanding basic elements of strategic alignment and operational alignment
A tool for achieving superior results through purposeful organizational alignment
A means of understanding basic elements of strategic alignment and operational alignment
A tool for developing meaningful strategy
A tool for organizing operations in a way that makes sense
A tool for diagnosing organizational issues to identify root causes and propose corrective actions
Establish common organizational identity
Drive strategic planning
Develop business processes and metrics dashboards
Develop people systems
Does this apply to a PMO?
How We’re Going to Get There
Who We Are
How We Do It
Where We’re Going
What We Do
Define your Hedgehog Concept
Clarify and crystallize your Mission
Articulate a clear Vision
Define Strategic Objectives (goals) that align to the Vision, along with Measures & Targets
Develop Strategies and Tactical Plans to achieve the Strategic Objectives
informsyour mission, vision, strategic plan, business processes, and all the other elements of the business
provides clarity about who you are with a deep understanding of how you will achieve success
Product Safety Department
“One is Too Many”
(injury, investigation, lawsuit, recall)
Game-changing events; High value-add focus;
Close to the business; Efficient
Billion Dollar Roundtable
Diverse Supplier Development best practices,
thought leadership, and business case
Mission is purposeor “reason for being”
Mission is enduring…dayin and day out …doesn’t change often
Core is often a verband a noun
Essentially defines value delivered to customers
MISSION of an engineering department, in its simplest expression, is something like:
MISSION STATEMENT can be embellished:
Develop world-class automotive interior products that surprise and delight customers and consumers.
Embellishments should serve to create excitement or communicate uniqueness, but should not detract from the Mission Statement being a sound bite.
Central South Texas Minority Business Council
“We do 3 things: certify, connect, develop”
Johnson Controls – Saft JV
Create stakeholder value by providing advanced battery solutions for vehicle applications.
Information Technology Department (JCI)
Connect people-to-people, people-to-information,
Objective: goal statements that reflect aspects of the vision
clearly defined, decisive, attainable future rooted in customer needs; a preferred future state
Strategies: courses of action laid out to reach the objectives
Tactics: strings of planned actions (projects) that make up a strategy
Action without vision is a nightmare."
– Japanese proverb
A short, succinct, and inspiring statementof what the organization intends to become and to achieve at some point in the future, often stated in competitive terms.
Intentions that are broad, all-inclusive and forward-thinking.
The imagea business must have of its goals before it pursues them.
Describes aspirations for the future, without specifying the means that will be used to achieve those desired ends.
Simple – Bold – Organic
“Corporate success depends on the vision articulated by the chief executive or the top management.”
“For a vision to have any impact on the employees of an organization it has to be conveyed in a dramatic and enduring way.”
“The most effective visions are those that inspire, usually asking employees for the best, the most or the greatest.”
“Keep stretch in your vision, communicate it constantly, and keep linking the events of today to your vision, underscoring the relationship between the two.”
“What will be the impact of what we will become”
“What we will become”
Superlative of Mission
“Become the best at what we do”
Become the world’s leading consumer company
for automotive products and services
Enable people and businesses throughout the world to realize their full potential
A more comfortable, safe and sustainable world
Put a man on the moon by the end of the decade
and bring him home safely again
Strengths and Weaknesses in the operating environment.
Opportunities and Threats in the business environment.Sources of Strategic Objectives
Sources of Strategic Objectives
What drives our economic engine
Strengths / Weaknesses in the Operating Environment
What we can be best at
Issues / Opportunities for achieving the Vision or delivering on the Mission
What we are passionate about
Mission: Ensure safe products and services.
We do this by…
Vision:We are committed to, and recognized for, product and service safety - every action, every time. “A journey from reaction to audits to accountability.”
Culture: Foster a culture where product and service safety is a normal behavior lived out by the organization.
Leadership: Make Johnson Controls a recognized leader in industrial, governmental, and research discussions on product and service safety and innovation.
Process: Standardize and globalize product and service safety business processes.
Organization: Execute product and service safety vision and mission with a lean organization where accountabilities are where they belong.
Technology: Define and implement integrated and collaborative safety tools worldwide (information systems solution).
Enterprise or Business Unit level:
Functional or Department level:
Create the SIPOC diagram
(deliverables – tangible output of the process)
A Process Map is a first step toward standardization and continuous improvement.
Resources consumed to do the work
Achieved by improving what happens inside the process
Quality of outputs per customer requirements
Achieved by improving what comes out of the process
Customer Shareholder Employee
Business Unit /
Level in Organization
Sourcing &Supply Mgmt.
Purpose of dashboard: See health of the business at a glance.
Are objective (vs. subjective)
Relate to project/business goals
Are clearly understood
Include a clear goal/target
Can be applied consistently
Org Structure / Staffing Model
(Titles, Job Descriptions)
Training Curriculum / Development Programs /
Other Development Options
(Knowledge & Skills)
(Individual & Group)