There’s a breathtaking scene in Queen: Days of our Lives, the documentary about the band Queen. It shows thousands of concert-goers clapping together while the band plays one of their greatest hits, “Radio Gaga.” After a few seconds, the documentary cuts to record producer Dave Richards, who makes a telling comment:
“Freddie said, what we do is like the Olympics. It’s people believing in you and everyone behind you and everyone doing the same thing together. That’s Olympics. And, he said, that’s what we do.”
And that, in an organizational context, is what strategic alignment is all about.
Strategic alignment is the ability to bring people together. To ensure all your people, customers and stakeholders are on the same page: working together, doing the right things and moving in the same—and the right—direction.
Strategic alignment is one of the most important foundations of leadership. After all, isn’t bringing people together what leadership is all about? Isn’t it the reason why we have purposes, values, visions, strategies and plans in the first place? And, externally, isn’t it the reason why brands are so important?
Over the years, there’s been plenty of evidence to suggest that strategic alignment is regarded as important by leaders.
In 2015, McKinsey quizzed over 1,000 executives about the their top first-100-day priorities when they ascended to new C-suite roles. The No. 1 result was “creating a shared vision and alignment around strategic direction across the organization.” Eighty-seven percent of the respondents said it was either extremely or very important.
It also seems that strategic alignment is important to communicators. This year’s Gatehouse 2018 State of the Sector survey reported that “enabling employees to understand the strategy,...
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