Aligning the culture and strategy for success

Abstract

Then, when looking at how we can improve the results through the better alignment of processes, we can use a reengineering strategy that focuses on results and works backward to design a better-aligned innovative process.When we are looking at how to improve organizational results or solve performance problems, a large part of our analysis and intervention occurs at the operational level-just as physicians focus much of their effort on the functions and systems of the patient's body, rather than on the cell level of the body or on the person as a whole. THE CULTURE FACTOR: ALIGNING PRACTICESWhen we look more closely at performance at the operational level, it becomes clear that results depend not just on what people do (the processes they follow) but also on how people behave as they do things (the practices they demonstrate). Even in well-designed processes, the behavioral practices of groups and individuals can make the difference between merely adequate results and outstanding results. In the worst case, poor practices can destroy good processes. Thus, what people do can ORGANIZATIONS THAT START TO implement a new strategy must first translate it into a set of goals and objectives. From these goals and objectives they then either develop new or adapt old processes and tasks that when executed produce the desired results.The resulting strategy or process alignment across levels looks something like this: Behaviors(Job) ResultsOne way to define culture is "the way a group of people prefer to behave." The trick for organizational leaders is to find ways to ensure that the company culture, that is the way their people prefer to behave, is supportive of what is needed to successfully deliver the company strategy.Using a criteron-referenced approach, we can first examine our strategy and mission to determine what results we want. Then working backward from results, we can define a set of practices that best support the attainment of those results. The organizational alignment model can then be used to establish the operational values that should make up the company culture.Finally, using a series of systemic change applications, we can implement an HPT program of strategy and culture alignment. The key to this change is that the resulting culture is clearly aligned with the goals of the organization.

Organizational Alignment in Ict Company in the Republic of Macedonia

“…One comprehensive theory that also enables development of designs for testing organizational alignment has been proposed by Tosti (2007). The model proposes that the results of the organizations depend on the practices of the people within the organization as much as they depend on the processes followed in the organization.…”

The effect of organizational culture and leadership on performance: A case of a subsidiary in Colombia

“…Several studies have pointed out the link between strategy, culture, and success. For instance, Naqshbandi and Kamel (2017), Harrison andBazzy (2017), andTosti (2007) argue that the challenge for organizational leaders is to institute a supportive culture, which aligns with the company strategy for success. This result is achieved by establishing the operational values that will materialize the company culture.…”

Impact of Crisis on Culture

“…A key driver of cultural change is in how the leader communicates employee performance progress; detailed performance feedback is a primary element in developing and maintaining organizational culture (Tosti & Jackson, 1994). The alignment of strategy and work duties is driven by the leadership of the organization in their attempt to manage culture (Tosti, 2007).…”