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Strategic Analysis Best Practice 9 – Comparing Organizational Goals to Resource Assignments

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Want to know what the organization is focused on; what it values? Simply follow the money.

The purpose of every organization is to maximize value creation as defined by its mission goals. To do so, executives and managers must employ the organization’s resources such that they are focused on the activities most directly supporting achievement of the organization’s mission goals. One method of assessing the degree of goal focus is to evaluate the alignment between organizational goals and resource assignment.

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Additional Resources

The following StrategyDriven recommended best practices are designed to help quantify an organization’s mission goals in terms of value and importance as well as creating consistency in the derivation of quantifiable goal values:

New Model Release – Decision Alignment Model

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StrategyDriven contributors are pleased to announce the release of our eighth model: Decision Alignment Model.

Credibility of the organization’s mission and values depends largely on management decisions that exemplify them. Maintaining credibility includes strong reinforcement of mission goals and organizational values when decisions are made that affect cost, production, and/or schedule.

Consistency between leadership’s decisions and the organization’s mission and values is vital in light of today’s growing production pressures. Whereas personnel attitudes and actions reflect those of their supervisors, all executives and managers must continuously reinforce their commitment to the organization’s mission and values, particularly through their decisions. It is only when personnel perceive management’s commitment as unwavering that their day-to-day decisions and activities will align with the organization’s overarching objectives.

The StrategyDriven Decision Alignment Model is an easy-to-use tool that helps leaders assess the consistency of their decisions with the organization’s mission including identification of outcome misalignment causes.

StrategyDriven Podcast Episode 24 – The Influence of Personal Alignment on Organizational Performance

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StrategyDriven Podcasts focus on the tools and techniques executives and managers can use to improve their organization’s alignment and accountability to ultimately achieve superior results. These podcasts elaborate on the best practice and warning flag posts on the StrategyDriven website.

Episode 24 – The Influence of Personal Alignment on Organizational Performance examines three personal alignment mechanisms and their impact on an organization’s overall performance. During our discussion, Tony Simons, author of The Integrity Dividend and Associate Professor at Cornell University where he teaches organizational behavior, negotiation, and leadership, shares with us his insights regarding:

  • authenticity, the alignment between an individual’s inner and outer self
  • behavioral integrity, the alignment between an individual’s words and actions
  • organizational alignment, the alignment between an individual’s actions and organizational goals

Additional Information

Complimenting the tremendous insights Tony shares in the podcast and his book, The Integrity Dividend, are the additional materials and resources found on his website, Integrity Dividend (www.IntegrityDividend.com). Tony’s book, The Integrity Dividend, can be purchased by clicking here.

Final Request…

The strength of our community grows with the additional insights brought by our expanding member base. Please consider rating us on iTunes by clicking here. Rating the StrategyDriven Podcast and providing your comments online improves our ranking and helps us attract new listeners which, in turn, helps us grow our community.

Thank you again for listening to the StrategyDriven Podcast!

About the Author

Tony Simons, author of The Integrity Dividend, is an Associate Professor at Cornell University where he teaches organizational behavior, negotiation, and leadership. Tony is also a business consultant and speaker who focuses on trust in leaders, executive team member trust, and trust in supply chain relationships. To read Tony’s full biography, click here.

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Organizational Accountability – Fundamental Accountability Drivers

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StrategyDriven Organizational Accountability ArticleAs previously stated, we believe organizations act in accordance with the shared values of the people that comprise them. What an organization values is represented by the rewards sought in return for its products and services, the organizationally defined acceptable methods of reward pursuit, and the manner in which benefits realized are parsed to the organization’s members. Therefore, organizational accountability, the timely and consequential pursuit of mission goals, is driven by the ability of the organization to quantifiably measure earned rewards and the culturally determined method of assessing and recognizing employee performance.

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Organizational Accountability – Performance = Results + Behaviors

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StrategyDriven Organizational Accountability ArticleOrganizational accountability is built on the premise that individuals are equitably rewarded based on their contribution to the accomplishment of the organization's goals consistent with its ethical values. Performance, therefore, becomes more than just 'making the numbers.'

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