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Topics Covered
- Targets
- Challenges
- Value
- Environment
- Commitment
- Strategy implementation
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Talk Citation
Micheli, P. (2023, January 31). Creating organisational alignment [Video file]. In The Business & Management Collection, Henry Stewart Talks. Retrieved October 11, 2024, from https://doi.org/10.69645/IMZB5277.Export Citation (RIS)
Publication History
Other Talks in the Series: Introduction to Performance Management
Transcript
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0:00
Welcome to this fifth talk
on performance management.
I am Pietro Micheli,
I'm Professor of
Business Performance
and Innovation at
Warwick Business School
in the UK and the topic
today is Creating
Organizational Alignment.
0:17
Very often,
organizational alignment
is conceived as a
top-down process.
So what do you have in front
of you is a figure from
a strategy book written by a
quite known Strategy Scholar,
and essentially it indicates
what most organizations
tend to do.
To implement strategy,
they start from
corporate strategy,
which is then defined
into more detail,
into business strategies
and short-term
operating objectives.
The corporate strategy
also Gives shape to
the corporate structure and
how businesses are going
to be integrated and
organizational design.
Then this flows down into
business structure and
incentives and controls,
some of which we covered
in the previous talks.
So key performance indicators,
targets, and so on.
As you've seen in
the previous talks,
my approach to this is
a somewhat different,
is one that is certainly more
iterative and tends to go
backwards and forwards.
So even though very
often we tend to think
an alignment as something
that goes top-down,
as this figure
indicates, in reality,
it is and should be more
of a two-way process.
So the corporate
strategy may flow
down into business
strategy for sure,
but at the same time
dependent on how
the business strategies are
conceived and how they go.
Then of course, we can reconsider
the corporate strategy,
incentives and controls as
they're called in the slide.
They of course,
have an impulse and
some form of affect on the
business strategy itself.
So dependent on the type
of KPIs that we use,
the targets that we use,
and whether we
achieved them or not.
Of course, we can reconsider
the business strategy
and the rest.
Another point is
that this not only
indicates the structure
that is very top-down,
but also the type
of intervention and
the empowerment that is
given to individuals.
We're going to talk
about empowerment
in one of the next talks.
But just to say, a
a top-down approach
like this kind of
assumes that the
knowledge sits in
the senior management team
and this is then cascaded
down to individuals
or teams and so on.
Now the point is of
course that some
objectives and some indicators
and targets and so on,
of course they can be shaped
lower down, so to speak.
So it's very important to
remember that this
is to some extent,
it is a top-down process,
but it also has bottom-up
influences and so people
throughout the
organization should
be able to contribute to it.
Let's have a look at
a couple of examples.