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These are the keys to internal alignment

November 4, 2020

9 min read

This article has been translated from our English edition.

The opinions of the employees of You are personal.

These are the keys to internal alignment
These are the keys to internal alignment


  • As a company continues to grow and expand, misalignment inevitably occurs. Things are getting more complex and many problems arise.
  • In a state of alignment, the organization has an inspiring mission guided by core values ​​that are never violated.

Every business owner knows that market alignment or external alignment is critical to the success of the business. But what about the internal alignment? This is equally important and involves agreeing the employees of an organization to work efficiently and collectively to accomplish the business purpose.

The orientation of people has two different characteristics: the orientation towards a center and towards movement. The first is mainly in the area of ​​thinking; the second in the action area. In accordance with the center, people’s thinking is focused on a single point of reference. In accordance with the movement, people’s talents and energies focus on activities related to the implementation of the strategy to move the organization towards its vision.

Successful startups are a great example of aligning the core. The cohesion with a center manifests itself in the leadership of the entrepreneur. The entrepreneur’s mission becomes everyone’s mission, and centering is assured. The entrepreneur’s keen sense of the market needs leads to a vision for the future and a strategy to achieve it. The vision and strategy indicate the direction of the workforce movement.

If the company is successful, the momentum created by this dual alignment drives it to significant growth and success, further increasing the alignment with the center and movement. Most successful startups have an alignment condition because the two alignment conditions exist at the same time.

Misalignment challenges

As a company continues to grow and expand, misalignment inevitably occurs. Things are getting more complex and many problems arise. For example, financing growth can be difficult. Keeping up with the needs of a changing marketplace is challenging and the inability to obtain relevant and timely key information to make decisions becomes an obstacle.

As a company continues to grow, the need for financial resources and new talent often dilutes the control and even influence of the original founder. Alignment is soon lost as new voices are heard and new people bring their own vision and input. Often the company needs new perspectives, but how does the internal alignment survive all these transitions? The entrepreneur is unable to maintain the two dimensions of internal alignment.

As the organization grows, so does the challenge of misalignment, overtly or covertly. Misalignment slows the organization’s progress and disempowers the dedicated team, while at the same time promoting the individual’s personal goals. Many business organizations fail during expansion.

The alignment solution

A new structure is required to support the organization during this expansion process. It is advisable to avoid the trap of adopting old management structures and practices where misalignments can easily creep in and thrive. A fundamentally new infrastructure is required to deliver on the company’s promises and value proposition in a state of alignment. A number of transformation processes are required to build this infrastructure and thus scale it through the phase of growth.

The transformation process must begin with the entrepreneur and senior team involved in a meaningful conversation with everyone participating. At this stage of expansion, a new mission and core values ​​must be defined to serve as a new alignment center. The agreement with this center is guaranteed when all parties are involved and provides information for the creation of the mission and values. The same team needs to participate in formulating a common vision for the future and strategies for realigning the market. The vision and strategy that emerged from this latest process are driving the movement for all employees.

It is important to prevent the alignment process from getting out of alignment. Alignment should not be forced. True alignment, of course, is achieved through active participation, participation, and understanding. In addition, those involved in this alignment activity need to know that this encourages, not diminishes, everyone’s creativity. Creativity and innovation are the necessary elements for growth. In an aligned state where the direction of movement is clear and the responsibilities are detailed, the individual’s creativity is focused more on controlling the speed of movement than flowing randomly.

The value of the process of building an alignment infrastructure needs to be clearly understood and agreed to ensure the genuine participation of all parties. Without unconditional understanding and acceptance, the process will not really lead to alignment. Personal opinions abound and they need to be channeled in a constructive flow to contribute to the transformation process. Hence, facilitating the process must be done with care, patience, and respect for every point of view. A positive and mindful approach to relief ultimately overcomes any natural resistance to these efforts.

The role of methodology

Having a methodology in place is key to implementing the internal alignment. With a solid methodology that everyone understands, it is much easier to bring different points of view together than to exchange different opinions without a methodology. It is much easier to enable consensus in a group consultation, for example when there is a set of ground rules for the discussion that everyone accepts.

When the right methodology is used, the following results will be achieved: an inspiring mission, vision and values; Creative strategy; clear responsibility; cross-functional collaboration; Data access; improved skills; and the ability to add value to customers.

What does the line-up look like?

In a state of alignment, the organization has an inspiring mission guided by core values ​​that are never violated. The mission is not just to make money. Rather, it is about offering services or products that contribute to human prosperity. Mission gives everyone a sense of their work, a reason to strive for excellence.

The organization has a vision of success and goals to accomplish its precious mission. Goals are challenging and require effort and creativity to achieve. A strategy has been developed to achieve the vision based on a solid strategic process and the involvement of the organization’s strategic thinkers.

The strategy for making the vision a reality has set the direction for all employees. It is a roadmap to success that is specific enough to allow each employee to find their clear path to success, but flexible enough to change with the changing external environment.

In an alignment state, each individual contributes to the implementation of the strategy (vertical alignment) and works together with others (horizontal alignment). In a state of alignment, a rhythm of conversation is presented in teams and between employees to consult progress, design action plans, take action, and then reflect on actions aimed at maintaining alignment and moving the organization towards its vision .

The host state has immense power and will enable the business organization to stay together, to survive the difficult phase of expansion and to emerge as a recognized player in its market with extraordinary success. It has the power to bring about positive change by fulfilling its clearly defined and rewarding mission while adhering to meaningful core values.