As Industry 4.0 and Digital Transformation efforts bear their first fruits, capabilities, business models, and the organizations that embody them are transforming. A century ago, we thought of organizations as machines to be rigidly designed and controlled. In the latter part of the 20th century, organizations were thought of as knowledge to be cultivated, shared, and expanded. But “as intelligent systems gain traction, we are once again at a crossroads – where organizations must create complete and meaningful experiences” for their customers, stakeholders, and employees.
“Participatory Art” doesn’t just mean creating things that are pretty to look at in your office lobby or tradeshow booth. It means finding ways to connect with your audience in ways that help them find meaning, purpose, and self-awareness – the ultimate ingredient for authentic engagement.
Designing experiences to make this happen is challenging, but totally within reach. Learn more in today’s new article!
Like a champion rowing team, your organization needs to make sure everyone is working together, engaged in synchronized work and active collaboration, and not working at cross-purposes.
But like risk management, working on alignment can seem like a luxury. No one really has time to slow down and make sure everyone’s moving in the same direction. And besides, alignment just happens naturally if each functional area knows what they’re supposed to be working on… right?
Neither of these statements are, of course, true. Synchronizing people and processes – and making sure they’re aware of the needs and desires of real customers instead of cardboard personas – takes dedicated effort and a commitment from senior leaders. There are other critical impacts too: lack of alignment negatively impacts not only project outcomes – but also professional relationships and the bottom line.
An Example of Diagnosing Misalignment
Although alignment is a many-to-many problem, and requires you to look at relationships between people in all your functional areas, a January 2018 survey from Altify examined one part of the organizational puzzle: alignment between sales and marketing. This is a big one, because sales teams use marketing materials to understand and sell the product or service your company offers. Their survey of 422 enterprise-level executives and sales leaders showed that:
74% of marketers think they understood customer needs, but only 44% of sales people in their organizations agreed
71% of marketers think sales and marketing are aligned, but only 59% of sales people in their organizations agreed
These differences may seem small, but they reveal a lack of alignment between sales and marketing. One group thinks they “get it” – while people in the other group are just shaking their heads.
Symptoms of Misalignment
…include things like:
of Fear. Your organization has a strategic plan (knows WHAT it wants to do),
but there is little to no coordination regarding HOW people across the
organization will accomplish strategic objectives. You know what KPIs you’re
supposed to deliver on, but you don’t know how exactly you’re supposed to work
with anything in your power or control to “move the needle.”
Tower Syndrome. You’re in a meeting and get the visceral sense that things
aren’t clear, or that different people have different expectations for a
project or initiative. But you’re too nervous or uncertain to ask for clarification
– or maybe you do ask, but you get an equally unclear answer.
Naturally, you assume that everyone in the room is smarter than you (particularly
the managers) so you shut up and hope that it makes sense later. The reality is
that you may be picking up on a legitimate problem that’s going to be problematic
for the organization later on.
A department committed you to a task, but you weren’t part of that decision. Once
you find out about it, the task just may not get done. Alternatively, you’ll
have to adjust your workload and reset expectations with the stakeholders who
will now be disappointed that you can’t meet their needs according to the
original schedule. Or maybe work evenings and weekends to get the job done on
time. Either way, it’s not pleasant for anyone.
How often are you called on to respond to something that’s absolutely needed by close of
business today? How often are you expected to drop everything and take care
of it? How often do you have to work nights and weekends to make sure you don’t
In this scenario, key stakeholders are called into projects at the 11th
hour, when they are unable to guide or influence the direction of an
initiative. The initiative becomes a “dead man walking” that’s doomed to an
untimely end, but since the organization has sunk time and effort into it, people
will push ahead anyway.
Cut Off at
the Pass. Have you ever been working on a project and find out – somewhere in
the middle of doing it – that some other
person or team has been working on the same
thing? Or maybe they’ve been working on a different project, but it’s ultimately
at cross purposes with yours. Whatever way this situation works out, your
organization ends up with a pile of waste and potential rework.
That’s the subject for more blog posts that will be coming this spring – as well as what causes misalignment in the first place (hint: it’s individual behaviors on an organizational scale). The good news is – misalignment can be fixed, and the degree of alignment can be measured and continuously improved. Sign up to follow this blog so you don’t miss the rest of the story.
What other symptoms of misalignment have you experienced?