The Organizational Alignment Handbook

The Organizational Alignment Handbook

by H. James Harrington, Frank Voehl
Released November 2011
Publisher(s): Productivity Press
ISBN: 9781439877333

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Book description

The management skills your organization currently possesses might be effective today, but are they the skills needed to meet strategic objectives in the future? This book outlines a step-by-step approach for achieving organization-wide alignment of processes, applications, and systems, and to ensure acceptance of the results by all stakeholders. It includes examples of organizations implementing the strategies discussed as well as a review of the activities you need to follow to minimize the time it takes to reach current and future performance objectives.

Table of contents

  1. Cover
  2. Half Title
  3. Title Page
  4. Copyright Page
  5. Dedication
  6. Table of Contents
  7. The Management for Results Handbook Series
  8. Preface
  9. Acknowledgment
  10. About the Author
  11. About the Author
  12. Other Books
  13. 1 Overview
    1. Why Organizational Alignment?
    2. The Organizational Alignment Functional Model
      1. Key Implementation Challenges
      2. Gauging Effectiveness
      3. Now Ask Yourself These Questions:
    3. Harnessing the Energy of Alignment: With Albert (“Butch”) Einstein and Jack (“Sundance”) Welch
      1. The Concept of Organizational Alignment
      2. Lessons from “Butch” Einstein
      3. Lessons from “Sundance” Welch
      4. Two Lessons from Butch and Sundance
    4. Organizational Alignment Outcomes
    5. Challenges To Implementation
      1. New Sources of Competitive Advantage
      2. Working This New Aligned Way
        1. Focusing the Alignment Strategy
        2. Bose Shows the Way
  14. 2 Alignment Considerations
    1. Vision-Centered Organizational Alignment Models
      1. Approach
      2. Outcomes
      3. Key Implementation Challenges
      4. Gauging Effectiveness
    2. Macro-Alignment/Micro-Alignment and Culture Change: Key Components
      1. Goals and Values
      2. Results Are What We Are After
      3. Key Implementation Challenges
      4. Gauging Effectiveness
    3. Organizational Alignment Readiness and Culture
      1. Who Is Doing It?
      2. Outcomes
      3. Key Challenges
    4. Organizational Alignment and e-Business Strategy
      1. Approach
      2. Outcomes
  15. 3 The Organizational Alignment Methodology
    1. The Organizational Alignment Cycle
      1. Typical OAC Application
    2. Organizational Alignment and Organizational Planning
      1. Approach
      2. Outcomes
    3. Organizational Alignment and Organizational Change Management
  16. 4 Phase I. Strategic Planning
    1. Introduction to Strategic Planning Phase
    2. Organization’s Master Plan (Omp)
    3. Setting Direction
    4. Defining Expectations (Measurements)
    5. Defining Actions
    6. Approach to Developing a Business Plan
      1. Outline of a Typical Business Plan
    7. Approach to Developing a Strategic Business Plan
    8. Strategic Business Plans Versus Strategic Improvement Plans
    9. Developing a Strategic Improvement Plan
      1. Activity 1. Assessing the Organization
      2. Activity 2. Developing Vision Statements for Each of the KBDs
      3. Activity 3. Developing a Set of Performance Goals
      4. Activity 4. Defining Desired Behaviors
      5. Activity 5. Preparing 3- to 5-Year Improvement Plans for Each of the Vision Statements
    10. Creating the Strategic Plan
    11. Annual Business Plan
    12. Summary
  17. 5 Phase II. Processes and Networks
    1. Introduction to Process and Networks Phase
      1. Defining Major or Core Processes
      2. Process Improvement Rules
        1. Process Improvement Approaches
        2. Major Networks
        3. Organizational Alignment and Knowledge Mapping
        4. Key Processes and Network Implementation Challenges
    2. Summary
  18. 6 Phase III. Organizational Structure Design
    1. Introduction to Organizational Structure Design Phase
    2. The Strategic Perspective
    3. Restructuring Principles
    4. Design Criteria
    5. Realignment Principles and Design Criteria
      1. List of Activities to Help Define the Design
    6. Measurement System
      1. Key Performance Indicators
    7. Restructuring Approach
      1. The Roadmap for Organizational Restructuring
    8. The Alignment Process
      1. Activity 1. Assessment
        1. Communication Maps
        2. Interface Study
        3. Organizational Restructuring Workshop
      2. Activity 2. Analysis
      3. Activity 3. Redesign
        1. The Operations and Tactical Perspective
        2. Purpose of the Perspective
        3. Approach for Designing an Organizational Structure
        4. Option 1. Functional
        5. Option 2. Vertical
        6. Option 3. Bureaucratic
        7. Option 4. Decentralized
        8. Option 5. Product
        9. Option 6. Customer
        10. Option 7. Geography
        11. Option 8. Case Management Network
        12. Option 9. Process-Based Network
        13. Option 10. Front-Back Hybrid
        14. Span of Control and Organizational Structure
        15. What Is the Correct Span of Control?
        16. Balancing Managerial Work Load
        17. Restructuring Challenges
        18. Restructuring Effectiveness
        19. Impact
      4. Activity 4. Documentation
      5. Activity 5. Implementation
        1. Key Implementation Challenges
        2. Summary of Organizational Restructuring
  19. 7 Phase IV. Staffing
    1. Introduction
    2. The Two Approaches to Solving the Skill Mix Problem
    3. Defining Skills Requirements
    4. Outsourcing
    5. Present Employees
    6. Management Skills
    7. Summary
  20. 8 Phase V. Rewards and Recognition System Design
    1. Introduction to Rewards and Recognition (R&R) Phase
    2. Key Objectives
    3. Seven Major Types Of R&R
      1. Financial Compensation
        1. Challenges with Commissions
        2. Challenges with Piecework Pay
        3. Challenges with Employee Stock Plans
        4. Challenges with Cash Bonuses and Gain Sharing
      2. Monetary Awards
      3. Personal Public Recognition
      4. Group Public Recognition
      5. Private Recognition
      6. Peer Recognition
      7. Organizational Awards
    4. Implementing the R&R System
    5. Summary
  21. 9 Phase VI. Implementation
    1. Introduction to Implementation Phase
    2. Organizational Change Management
      1. Murphy’s Laws Related to Change Management
    3. The Seven Phases of the Change Management Methodology
      1. Phase I—Clarify the Project
      2. Phase II—Announce the Project
      3. Phase III—Conduct the Diagnosis
      4. Phase IV—Develop an Implementation Plan
      5. Phase V—Execute the Plan
      6. Phase VI—Monitor Progress and Problems
      7. Phase VII—Evaluate the Final Results
    4. Change Management Tools
    5. Area Activity Analysis (AAA)
      1. What Is Area Activity Analysis (AAA)?
    6. Organizational Alignment and Communications
      1. Key Implementation Issues
      2. Gauging Effectiveness
    7. The Management Cycle and Alignment
      1. Key Implementation Challenges
    8. Organizational Alignment and Business Performance Management
      1. Outcomes
      2. Gauging Effectiveness
    9. Outsourcing
      1. Key Implementation Challenges
      2. Open-Ended Questions
  22. 10 Epilogue
  23. Appendix A—Definitions and Abbreviations
  24. Appendix B—Some of the 1100 Plus Improvement Tools
  25. Index

Product information

  • Title: The Organizational Alignment Handbook
  • Author(s): H. James Harrington, Frank Voehl
  • Release date: November 2011
  • Publisher(s): Productivity Press
  • ISBN: 9781439877333