I felt I needed to add a sequel to my last blog, https://southfloridatribune.com/the-afghanistan-of-strategic-planning/, THE AFGHANISTAN OF STRATEGIC PLANNING
In that blog, I wrote about the example of the Afghanistan strategy blunders, but I didn’t mention the lessons to be learned by the flawless execution of evacuating 125,000 people by our military in the matter of days. This feat demonstrates that well aligned organizations can overcome strategic blind spots. It also raises several other questions.
This power of aligning a business might even be more important than perfecting a great business strategy. Executives strategize, but people like you and me do the hard work of executing. What come first? The simple answer is evidenced by the Afghan blunder. Brilliant strategies are useless unless the organization that executes on that strategy are aligned; conversely, dumb strategies can work if the people that execute are aligned. What does that mean? What is alignment?
How do you align an organization to function like a well-oiled machine? How do you get strategy and execution to fully complement each other? Conversely, what’s the impact of having a great strategy being bungled in the execution or delivery phase? How does hospital leadership know if the organization is aligned enough to execute those strategic plans and values?
The very best framework was first published in the 1997 book, The Power of Alignment, followed by the 2020 book, Back from the Brink, Amazon.
Alignment is like the chasse of a car. It’s the fundamentals of any business that never changes, but upon which parts like doors, fenders, engines are then attached. The parts change and modernize over time, but the chasse remains stable and foundational. This stability is what every CEO should strive.
Stanley Labovitz, J.D., CEO
SurveyTelligence, Inc.
2640 Lake Shore Drive, Suite 1716
West Palm Beach, FL. 33404
1-508-400-4094
Author: Back From The Brink
