Organizational Realignment - Revision history

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'''Organizational Realignment''' is the [[Process|process]] of changing the way a company does [[Business|business]]. There may be multiple reasons for which [[Management|management]] of an [[Organization|organization]] decides to undertake realignment - from underperformance to stagnation. It is the responsibility of the leadership to make sure that the various parts of the organization are aligned for it to function properly.

'''Successful Organizational Alignment'''<br />
The parts of the organization that need to function smoothly:
*[[Work Process|Work Processes]]: Work processes are the daily tasks employees perform to create and deliver value. To create results, leaders must identify and prioritize the work processes that create [[Differentiation Strategy|marketplace differentiation]].
*[[[[Organizational Structure|Structure]] & [[Corporate Governance|Governance]]: An [[Organizational Structure|organization's structure]] and [[Governance|governance]] must be shaped in a way that allows you to deliver on your [[Differentiated Marketing|differentiating capabilities]] and implement your [[Strategy|strategy]]. Rather than consider structure and strategy as two separate issues, leaders should focus first on strategy and then structure the organization to support it.
*Information & Metrics: [[Information System (IS)|Information systems]] should be designed to ensure that the right [[Information|information]] - that which allows leaders to solve critical problems or make decisions that impact strategy - gets to the right people at the right time. [[Metrics]] should provide [[Data|data]] that helps leaders align their [[Business Model|business model]] with [[Organizational Priorities|organizational priorities]].
*[[Human Resources|People & Rewards]]: This system should be aligned to motivate [[Employee|employees]] and maximize their potential while supporting the organization's strategic goals. For example, an organization with a strategy that focuses on creating [[Customer Experience Management (CEM)| differentiated customer experiences]] may decide to provide extra training to their public-facing employees.
*[[Continuous Process Improvement (CPI)|Continuous Improvement]]: To keep pace with changes in the marketplace and within the organization, an organization must have a system to continually review and realign all systems within it. Leaders should keep a "big-picture view" of the organization, frequently examining whether their organization choices are optimally aligned to achieve their goals.
*[[Leadership]] & [[Organizational Culture|Culture]]: The beliefs, behaviors and norms within an organization should be cultivated to contribute to differentiation and value. Leaders can achieve this by modeling the desired behaviors, basing new priorities and programs on those behaviors and aligning other organizational choices in way that supports the desired culture.

'''When to Consider an Organizational Realignment'''
“Sometimes managers and lower-level executives feel the pressure to initiate a redesign in their area simply so they don’t seem complacent in comparison to others. When considering an organization redesign, identify your motivations to make sure that it’s the right move, at the right time." - Reed Deshler

A skilled leader must understand what signs signal that their organization's choices are no longer aligned. Below is an illustration of the six signs that an organization may be in need of realignment

[[File:Organizational Realignment.png|200px|Six Signs for the Need of Organizational Realignment]]<br />
source:

By monitoring key performance indicators and industry trends, leaders can determine if the time is right to realign their organization. Identifying the right time to act can be the difference between being the next Amazon…or the next Blockbuster.

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-[[File:Organizational Realignment.png|400px|Six Signs for the Need of Organizational Realignment]]<br />
+[[File:Organizational Realignment.png|600px|Six Signs for the Need of Organizational Realignment]]<br />
 source: Align Org
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 *Establish Trust. Organization leaders, particularly those directly involved in the realignment, must establish employee trust in their leadership, and also between employees.
 *Consider Human Concerns – Resistance to Change and Morale. Change, sometimes even minor organization change, can create uncertainty about the future, and causes fears about a job loss or the ability to succeed in doing something new. During the realignment closely monitor employee morale, interactions, comments and complaints. Implement whatever remedial action is necessary to address these issues which should be taken seriously.

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-'''When to Consider an Organizational Realignment'''
+'''When to Consider an Organizational Realignment'''<ref>Six Signs it may be time for an Organizational Realignment [https://alignorg.com/organizational-design/ Align Org Solutions]</ref><br />
 “Sometimes managers and lower-level executives feel the pressure to initiate a redesign in their area simply so they don’t seem complacent in comparison to others. When considering an organization redesign, identify your motivations to make sure that it’s the right move, at the right time." - Reed Deshler
@@ Line 18: / Line 18: @@
-[[File:Organizational Realignment.png|200px|Six Signs for the Need of Organizational Realignment]]<br />
+[[File:Organizational Realignment.png|400px|Six Signs for the Need of Organizational Realignment]]<br />
-source:
+source: Align Org
 By monitoring key performance indicators and industry trends, leaders can determine if the time is right to realign their organization. Identifying the right time to act can be the difference between being the next Amazon…or the next Blockbuster.