Organizational Alignment Quotes

It's hard to be successful over the long term if you're not unified and there's not that synergy between coach and front office.

A business leader has to keep their organization focused on the mission. That sounds easy, but it can be tremendously challenging in today's competitive and ever-changing business environment. A leader also has to motivate potential partners to join.

Sometimes an organization doesn’t need a solution; it just needs clarity.

Structure the national security apparatus so that … they are all singing off the same sheet of music.

I think we are reluctant to move people out of an organization when there is not a good fit. It is typically not because someone is stupid or lazy or incompetent; it is a lot more subtle than that.

The single word that matters most I think to keep the company productive as it grows is alignment.

Resources follow vision.

Our goals were and are to be sure that we set up DC Entertainment to be more integrated and more cooperative within DC as well as in Warner Bros.

Most organizations only focus on WHAT they do and HOW they do it - tactics and strategies - and they aren't even aware that this thing called the WHY exists. Focusing on only two pieces of a three piece puzzle leaves an organization, or a career, inherently out of balance. Being out of balance, only operating on two of the three pieces, shows up in different ways - increased stress, loss of passion, obsession with what your competition is doing, being forced to play the price game, trouble differentiating. These are all signs that the WHY is missing.

Connect the dots between individual roles and the goals of the organization. When people see that connection, they get a lot of energy out of work. They feel the importance, dignity, and meaning in their job.

The best leaders are those who break that mission down into the organization's constituent parts, so that everybody understands their role and how it all builds into the whole.

Building a visionary company requires one percent vision and 99 percent alignment.

Most good founders that I know at any given time have a set of small overarching goals for the company that everybody in the company knows.

The CEO's job is always about leadership. It's about leadership in a vision, in terms of where you're going, it's about making sure that you have the right organization and staff, and that you have kind of clearly communicated what some of the plays are and what some of the goals are in terms of the business and how do you organize together in order to make that happen.

Strategy and culture should have breakfast together.

When you're doing that you lose your focus on the discipline of the business, and how you train people at Hamburger University, and everybody gets on a bigger, different vision, and they're not on the same page.

The technicalities matter a lot, but the unifying vision matters more.

Any kind of vision needs people.

I believe in having total clarity around our goals. I believe in creating these goals together as a group and making sure they're aligned with Bob Iger's goals for the Walt Disney Co. And more than anything, making sure people understand that they have a responsibility to one another.

Mergers are like marriages. They are the bringing together of two individuals. If you wouldn't marry someone for the 'operational efficiencies' they offer in the running of a household, then why would you combine two companies with unique cultures and identities for that reason?

The most important part of any acquisition is your ability to culturally integrate the people in the companies you acquire and your company.

The team you belong to must come ahead of the team you lead: this is putting team results (e.g., organizational needs) ahead of individual agendas (e.g., the team or division you lead, your ego, your need for recognition, your career development, etc.) Confidentiality is respected downward more than it is respected upward. Organizational alignment is a direct result of this hierarchy (if it were the other way around, organizational alignment would be very difficult to achieve).

Message and policy are very much a part, you know, two parts of the same coin.

I know a lot of companies that have a very well defined post-acquisition process. However, many of them don't take into consideration the dynamics and personalities of the acquiree. Instead, they assume that everyone will happily be assimilated.

Corporate strategy is usually only useful if you get people engaged with helping you to make it work.