Align to Accelerate Speed to Results

Getting to results fast is the key to acquiring and sustaining market share. It means getting to cash faster. That’s what our alignment advisory services are all about.

Creating and sustaining value through an aligned organization packs a powerful punch.

Organizational alignment means, among other things, that every department and employee are headed in roughly the same direction and concentrating their relational power. Management Guru Peter Senge uses a powerful analogy to describe this situation: he says the difference between focused and unfocused organizational power is the difference between a light bulb, which throws out scattered light, and a laser, where light is so concentrated that it can cut through steel. Organizational alignment offers that kind of focused power for both critical internal and customer relationships.


Organizations that understand how to forge alignment and then do it well always generate big payoffs such as focusing resources and energy, eliminating redundancy, eliminating conflicting work and helping to define the capabilities and competencies which provide competitive advantage to the organization.

In addition, alignment of the organization to strategy and vision range from:

  • Clarifying both the strategy and participation and collaboration of stakeholders which are required to generate results. Supports the formation of a strategic plan and the cascade of accountability for results into corporate and divisional tactical plans.
  • Creating a strategy execution system that drives financial and customer results
  • Providing constancy and clarity of purpose from the top of the organization down to the operating level as strategy becomes infused throughout the organization. Alignment makes strategy real, going beyond slogan, symbol and historically unfilled intentions making non-strategic changes quickly, within its strategic framework
  • Enabling the organization and its leaders to lead strategic change
  • Reorienting organization structure and reporting to support the strategic mandate
  • Linking strategy execution with continuous improvement and operational effectiveness
  • Building and enabling an effective performance accountability framework and program
  • Creating a strategic performance measurement and management system
  • Open and close the performance loop through high-impact communication and feedback
  • Reducing or eliminating redundant project activity, avoiding outcome conflicts and identifying all the barriers that need to be shattered to ensure success
  • Improving the return on investment of initiative and project activities by focusing corporate resources on the business activities where they will have the greatest positive impact. With limited resources, this ability is critical to the overall success of the business
  • Focusing on strategic and operational growth and learning

See some of our capabilities to help you align your business in the most effective and speedy manner. We focus on four key accelerators here, we do so much more. Here’s a snapshot:

Align Business Structure

Align Structure to Optimize Enterprise Energy

Corporate restructuring enables organizations to optimize its structure for greater value creation and internal efficiencies. The process of reorganizing an organization may be implemented due to a number of different factors, such as positioning the organization to be more competitive, survive a currently adverse economic climate, or poise it move in an entirely new direction.

Restructuring is often a necessity when the organization has outgrown its original structure and can no longer efficiently manage the output and general interests of the organization. For example, a business restructuring may require the divestment of a business unit into a subsidiary as a means of creating a more effective management model as well as taking advantage of tax breaks that would allow the organization to divert more revenue to the production process.

Challenge Questions:

Important questions related to organizational restructuring to reflect upon:

  • Is my organization designed to be the most efficient?
  • Does my organization structure drive higher costs than expected?
  • Does the structure able the organization to work efficiently to meet customer need?
  • Is the structure built so that it is agile?
  • HaveI assessed which parts of my organization drive efficient revenue for healthy profit?
  • Does each business unit or team add value to the business?

We have extensive hands-on and real life experience in helping our clients review and entirely redesign, fine-tune, or augment their business structure

Align Key Functions for Results

Align Functions to Increase Efficiencies for Faster Results

One of the key principles of strategy focused organizations is to make strategy everyone’s job. It doesn’t mean that everyone needs to be a strategist. What it does mean, however, is that the key roles in any organization must be aligned and structured to drive results.

Our focus here is to ensure that key functions, i.e. the service functions – Human Resources, Finance, Operations, etc., are aligned with and maximizing their assets to support and enable the organization’s revenue generators – sales, marketing and business development. We also ensure key functions, core business processes and leadership roles are aligned to driving the strategy for growth. The key is to ensure that the right roles and accountabilities are defined, communicated and managed to success.

Compare that weak alignment to the alignment in a firm such as Marriott International, where virtually all employees are ready to assist targeted strategic customers as a “volunteer army.” Here the relationship manager hands off the task to the account team and moves on to his next task, sure that the job will get done. Some might say “So what?” here. The ‘so what’ is that every minute account managers spend making up for an unaligned organization and poor internal relationships is a minute that could be used to uncover new opportunities for mutual value. The true costs of the unaligned firm are the lost opportunity costs keeping the firm from realizing its true bottom-line potential.

We generate value by, for instance:

  • Conducting a comprehensive organizational review to identify gaps and areas of structural waste / inefficiencies, recommend the best functional or organizational structure inclusive of roles, reporting relationship and communications that align to and support your organization’s vision and values, strategic objectives and their priorities, core organizational strategies and actions, etc.
  • Developing an accelerated implementation plan for evolving the organizational structure and the major changes associated with the transition
  • Advising and supporting the effective management of the transition.

Challenge Questions:

Important questions related to aligning key functions:

  • Are my revenue generation and capturing functions and teams structure with the right roles and expectations to drive as much revenue as possible?
  • Does the structure permit all team members to get the best direction, supervision, support and coaching to be their best?
  • Does the structure create organizational silos?
  • Do our people and teams compete for resources?
  • Does the structure drive efficiencies in process or operations?
  • Do we know who is accountable for what results?
  • Do we pass-the-buck when things go wrong?
  • Are there too many cooks and not enough bottle washers in the kitchen?
  • Is their organizational waste through too many layers of structure?

We have extensive hands-on and real life experience in helping our clients review and entirely redesign, fine-tune, or augment their business and functional team structures. Just ask us.

Align Reporting Relationships

Align Relationships to Increase Focus and Capacity

Being organized for success – dynamic functional roles and accountabilities – along with the right internal reporting relationships for guidance and support is critical to driving and sustaining high employee focus, engagement, capacity, and organization results.

Stephen R. Covey’s provocative essay on people effectiveness, the 7 Habits of High Effective People, forms the premise of our thinking and framework for team and people reporting relationship alignment methodology.

Covey’s thesis on seven habits focus on three different stages of team and personal habits either helping or hindering performance results. They are: dependence, independence and interdependence. Our focus at PEO in helping organizations and teams align to increase focus and capacity is on generating the right roles, reporting relationships and decision making authorities for accelerated results, without all the drama. Ask us how.

Challenge Questions:

Important questions related to aligning reporting relationships:

  • Is the organization leadership clear on who reports to whom on what processes, issues or problems?
  • Who is accountable for recommending and deciding on key organization decisions versus decisions for operations?
  • Who is ultimately responsible to decide on use of organization assets, i.e. people, time and money?
  • Who is the apprentice for each core and sub process?
  • Who gives whom counsel or coaching when confronted with a problem?
  • What decisions can X position make without getting approval from the supervisor?
  • What does success look like in a healthy reporting relationship?

We have extensive hands-on and real life experience in helping our clients review and entirely redesign, fine-tune, or augment their team reporting structures and relationships. Just ask us.

Align Performance Goals and Accountability

Align and Focus People on Results that Drive Growth

Having a team that is aligned on the key results for growth makes the difference between the winners and losers.

Unfortunately, many organizations don’t change their thinking, behaviour and practices to focus on the goals and priorities that drive new growth. The reality is that organizations are so busy working in the business that they forget to work on the business. The result: waste of resources, time and talent. This immediately hits the bottom line.

By learning PEO’s simple yet robust team and people alignment methodology, and adopting our simple practices and tools to align team and employee thinking, behaviour, development and annual objectives, your organization will generate results faster and better than before. Realizing a new way to set expectations, measure success and hold people truly accountable for results directly linked to the organization’s strategic priorities is the difference between winning and losing.

Challenge Questions:

Important questions related to aligning team and individual accountability for results:

  • Is the executive or leadership team acutely aware of the critical objectives and measures of success for the organization and their respective teams?
  • Does every leader in your organization know and work towards the few key personal objectives that drive new growth for the organization?
  • Is each leader aware of their role and accountability with respect to work for sustaining the organization (i.e. customer demand and delivery) versus work for new growth?
  • Does each leader know about and have all his or her accountabilities aligned to the organization’s strategic objectives?
  • Are each leader focused on learning and development that is aligned to strategy and effective operations?
  • Are we having the right performance conversations?

We have extensive hands-on and real life experience in helping our clients build the right practices and tools to drive a greater awareness of and accountability for results. Just ask us.