Writing for Harvard Business Review, Jonathan Trevor and Barry Varcoe lay out a detailed explanation of a pervasive word: “alignment”. They describe it, in short, as a chain of concepts that links the purpose of an enterprise to its strategy, organisation, and on-the-ground execution. The most common reasons for misalignment, they write, include a tendency for individuals to focus on their own segment of the company and the fact that enterprises may grow too complex for executive leadership alone to guide them. Moreover, they write, the “frantic activity of business as usual” can obscure people’s vision of the company itself.
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