Businesses exist in a rapidly-changing environment that can and will lead to radical responses and strategic planning. There are many challenges that one organization can have with the daily grind of responsibilities that despite attempts to push forward, the shareholder value drops. Therefore, the solution lies not to focus on improving the current situation but rather in taking the necessary steps to realize what it takes for a business to succeed in sales.  

 

COMPREHENDING THE SITUATIONS  

 

Identifying the Dysfunctional Elements

Most people have difficulty stating their business’ strategy – what the business wants to become, how it expects its people to conduct themselves, what it will provide and sell, to which customers and future direction.  

 

The reality is that the majority of people in a business focus on day-to-day operational matters and individual aspirations, while forgetting about strategic planning. As a result, forward progress is slowed that leads to further frustration by executives who will launch new communication, reorganization and process redesign or technology initiatives. Everyone is doing more, but seeing business performance and sales declining even further.  

 

In all businesses, there is a major gap between business and individual performance management.   Business performance management is usually driven through an annual business planning process that sets financial sales targets without specifying how they are to be achieved. Individual performance management is conducted through a performance appraisal process that sets mainly non-financial personal targets without explaining how they link to financial ones.  

 

Both need to focus on initiating the necessary steps to change the organization if they want to succeed in the future.  

 

CONVERTING STRATEGY INTO ACTION TO PROBLEM SOLVING  

 

Aligning Business

This is a unique new approach that:

• Defines the issues and resources that are of value such as allocating crystal-clear responsibility for them and measuring progress toward their delivery;
  
• Empowers people to set their own objectives in the context of their corporate goals;
  
• Creates a results-oriented performance culture, rewarding the delivery of outcomes rather than the management of resources;
  
• Organizes around results rather than skills;
  
• Challenges and justifies partners’ and support units’ outcomes, replacing adversarial service-level agreements;
  
• Integrates and automates planning, budgeting, resourcing, measuring, reporting and rewarding – therefore, releasing managers and support staff to deliver growth outcomes;
  
• Combines business and individual performance management;
  
• Identifies core processes and prioritizes initiatives;
  
• Continuously reveals duplication, streamlines processes and optimizes the allocation of resources;
  
• Aligns information technology with the business through the IT alignment matrix;
  
• Integrates people and other resources around common goals after a merger or acquisition.  

Business alignment forces everyone to specify what their organization needs to do to produce what it needs to deliver to stakeholders in the future. It defines precisely what needs to be done to extract value from a merger or acquisition once the initial cost savings have been taken. Thus this enables long-term growth of shareholder value.