The word alignment means to adjust parts so as to produce a proper relationship or condition. It also means to arrange parts in a straight line. Put into the context of an organization, it suggests a coordination of structures, functions, and relationships that enable unimpeded operations and successful accomplishment of short-and long-term objectives or goals.

What does an Aligned Organization Look Like?

An 'aligned' organization includes an integrated array of sub-systems, practices, skills, and competencies that result in clarity about Direction, Capability to achieve desired outcomes, and a culture that results in real Commitment o organizational goals. The Direction of any organization should be driven by its clients, customers...those whom the organization serves...profit is an outcome of continuously successful service.

Direction
Vision - Mission - Strategic Intent - Overall Goals

A vision for the future has been created and is related to the overall mission and purpose of the organization; all members are aware of these. A strategy designed to move the organization from its current state to the envisioned state has been defined. It includes considerations of the external and the internal environment. Long and short-range goals are consistent with vision and strategy. Strategic intent has been addressed in terms of market place, present and future customers/clients, and position relative to competition.

Capability
People - Knowledge - Skills - Structures - Systems - Methods - Practices

Structures are derived to carry out strategy and meet goals by organizing people into vertical and horizontal relationships that reflect an understanding of human needs and abilities as well as empirical and technical requirements. Efficient use of resources, pragmatic work processes, continuous multi-directional flow of information, and flexibility are elements factored into the design of the structure. Rather than arbitrarily applying 'rules', i.e., notions about appropriate span of control or use of matrix designs, structures arise out of the specific needs and attributes of the organization. Linking and integrating structures, such as task forces, ensure coordination throughout the system. Every individual has the knowledge and skills needed to perform effectively in their role. The 'hardware' of the organization, whether it be equipment and manufacturing processes or service processes, is designed and maintained in a manner that is consistent with overall objectives.

Commitment
Shared Values- Shared Vision/Mission - Supportive Culture - Motivation Factors - Rewards & Recognition

Policies, procedures and practices evolve to facilitate goal attainment and match the culture of the organization. They are predicted on an understanding of both individual and interpersonal motivations, attitudes and behaviors as well as the rational requirements of the organization. Individuals are involved in personal and organizational goal setting and feel supported by their management; problems are solved and decisions made with involvement by those who have the most to contribute, conflicts are managed well when they occur and collaboration is the norm both within and between groups. Every member of the organization understands his or her role in the larger endeavor, knows what is expected and what will be the consequences of their performance. Talent is matched to role and rewards are meaningful and valued.

An Integrated Whole

The combination of 'Direction, Capability and Commitment' enhances the organization's ability to flexibly and responsively react to the need for change generated by internal or external events. In fact, this organization is rarely static, but is constantly redefining itself as it takes in new information, develops new capabilities and becomes mature. The organization is one integrated and productive whole that provides both challenge and satisfaction for all of its members while meeting customer and client demands.

Is it Possible to Achieve Alignment?

Right about now, you may be thinking, "Doesn't sound like any organization I've ever been a part of." And you would probably be correct in thinking that what's been described is a mythical ideal that may or may not be attainable. It is a model that can serve as a benchmark, a North Star to aim for. It is a vision that can direct a process of organizational self-examination and evolutionary development.

The methodologies associated with engaging an organization in the process of Direction clarification, assessing current systems in terms of Capability and making incremental change, and involving key stakeholders in a way which builds Commitment virtually ensures a level of enhanced overall performance.