"Few executives would disagree that strategic alignment-the careful arrangement of a company's core value drivers, including its market strategy, capabilities, people, technologies, culture, structure, processes, and systems-is essential."
"All other things being equal, the best-aligned enterprises tend to be the best performing. Yet, misalignment is widespread and persistent, hindering enterprise performance."
"What are leaders getting wrong?"
Strategic alignment is the careful arrangement of a company's core value drivers: market strategy, capabilities, people, technologies, culture, structure, processes, and systems. Best-aligned enterprises generally deliver superior performance when other factors are equal. Misalignment remains widespread and persistent, creating friction that hinders enterprise performance. Common leadership errors include optimizing individual elements instead of the whole system, treating alignment as a one-time initiative, underestimating cultural and informal network influences, mismatching incentives and metrics, and neglecting integration of technology and capabilities. Corrective actions require systemic diagnosis, realignment of incentives and processes, capability investment, and sustained leadership governance.
Read at Harvard Business Review
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