What are the common pitfalls and challenges of aligning culture and strategy?

2 Define the desired state

The next step in aligning culture and strategy is to define the desired state of both elements in the organization. This involves setting clear, realistic, and measurable goals and objectives for the organization's future direction and performance, as well as the values, behaviors, and norms that will support and enable the achievement of those goals and objectives. The definition of the desired state should be based on the vision, mission, and values of the organization, as well as the needs and expectations of the stakeholders and the market. The definition should also be aligned with the organization's core competencies, competitive advantages, and differentiation factors.

3 Develop and implement the action plan

The third step in aligning culture and strategy is to develop and implement the action plan that will bridge the gap between the current and the desired state of both elements in the organization. This involves designing and executing the initiatives, programs, and interventions that will foster the desired culture and strategy, as well as the mechanisms, tools, and indicators that will monitor and evaluate the progress and outcomes of those initiatives, programs, and interventions. The action plan should be based on the best practices, evidence, and benchmarks of the industry and the field, as well as the feedback and input of the stakeholders and the experts. The action plan should also be flexible, adaptable, and responsive to the changing conditions and challenges of the environment.

4 Communicate and engage

The fourth step in aligning culture and strategy is to communicate and engage the stakeholders and the employees in the process and the results of the alignment. This involves creating and delivering clear, consistent, and compelling messages and stories that explain the rationale, benefits, and expectations of the alignment, as well as the roles, responsibilities, and contributions of the stakeholders and the employees in the alignment. The communication and engagement should also involve listening, acknowledging, and addressing the concerns, questions, and feedback of the stakeholders and the employees, as well as recognizing, rewarding, and celebrating the achievements, successes, and improvements of the alignment.

5 Review and refine

The fifth step in aligning culture and strategy is to review and refine the alignment on a regular and ongoing basis. This involves collecting and analyzing the data, information, and feedback that measure and reflect the performance, impact, and satisfaction of the alignment, as well as the challenges, issues, and risks of the alignment. The review and refinement should also involve identifying and implementing the adjustments, improvements, and innovations that will enhance and sustain the alignment, as well as the learning, development, and growth that will support and enable the alignment.

6 Lead by example

The sixth and final step in aligning culture and strategy is to lead by example as an executive manager. This involves demonstrating and embodying the values, behaviors, and norms that reflect and reinforce the alignment, as well as the goals, objectives, and actions that drive and deliver the alignment. Leading by example also involves inspiring and influencing the stakeholders and the employees to embrace and follow the alignment, as well as empowering and enabling them to participate and contribute to the alignment. Leading by example is the most effective and authentic way to align culture and strategy in the organization.

7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?