for strategic effectivenessfor strategic effectiveness - Lominger

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Dimension II: St r at e g y Ex e c u t i o nCl u s t e r D: Al i g n i n g w i t h St r at e g ySet your expectations high; find men and women whose integrityand values you respect; get their agreement on a course of action;and give them your ultimate trust.John Akers – Former Chairman, IBMComing together is a beginning. Keeping together is progress.Working together is success.Henry Ford – Founder, Ford Motor CompanyThe SignpostIt’s not enough to create a great competitive strategy. You need alignment.Everyone needs to be aligned. People must understand and share a common viewof the future. They must share commitment to the strategic goals. Everything needsto be aligned. Processes, goals, rewards, communication, policies—everythingaligned. A small team pulling in the same direction will beat a larger team working atcross-purposes every time.Items4. Continually shape the organization’s structure and work flows to meet thechanges and challenges of our marketplace24. Apply total work systems (e.g., TQM/ISO/Six Sigma) where needed44. Efficiently and effectively communicate our strategy to all employees64. Align people policies, practices, and programs to support our business strategy82. Identify the management and leadership competencies that our strategy requiresUnskilled• Can’t craft a compelling vision• Communicates poorly• Fails to set appropriate goals• Doesn’t reward the right things• Is unable to design effective processes• Is unwilling or unable to change, to adapt• Lacks clarity in adopting policies and procedures• Does not hold people accountableDimension II: Strategy Execution D: Cluster Aligning ### with Strategy19Copyright © 2007 Lominger International: A Korn/Ferry Company. All rights reserved.
Cl u s t e r D: Al i g n i n g w i t h St r at e g ySkilled• Communicates a clear, compelling vision• Sincerely believes in and is passionate about the strategy• Provides timely and relevant information to all who need it• Sets aggressive goals that cascade down through the organization• Has a process orientation; can effectively engineer business processes• Has an eye for talent and selects the very best people for the role• Possesses clarity of purpose and focuses resources and energy appropriately• Drives the message about competitive strategy to every corner of theorganization• Rewards the behaviors that support the strategyD: Aligning with StrategyDimension II: Strategy ExecutionSome Causes• Fuzzy strategic vision• Dysfunctional culture• Lack of process discipline• Mixed messages• Poor listening• Actions don’t match message• Lacking perspective• Inattentive to details, can’t execute• Conflict avoidance• Rigid, unwilling or unable to adaptThe Ten LEADERSHIP ARCHITECT ® Competencies MostAssociated with This Cluster (in order of connectedness)51. Problem Solving52. Process Management50. Priority Setting2. Dealing with Ambiguity47. Planning58. Strategic Agility5. Business Acumen46. Perspective63. Total Work Systems (e.g., TQM/ISO/Six Sigma)65. Managing Vision and Purpose20Copyright © 2007 Lominger International: A Korn/Ferry Company. All rights reserved.
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Page 3: FYI FOR STRATEGIC EFFECTIVENESS Imp
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