Course summary

Well done on completing this course. Here is a summary of the key ideas from the course. We encourage you to discuss what you have learnt with your team.

“Strategy is not enough. You have to connect your strategy to your organisational capacity to actually execute that strategy.”

Aligning strategy and structure: Adapted 7 S-Model:

Strategy is the plan that defines an organisation’s goals, direction, and the allocation of resources to achieve those objectives. Structure, on the other hand, refers to the way an organisation is organised, its levels, departments, and reporting lines. Ensuring that these elements are in harmony is critical for realising an organisation’s full potential.

Alignment process:

Achieving alignment between strategy and structure requires careful consideration of each of the 7-S elements. Here’s how it’s done:

• Clarity of Strategy
  Your organisation’s strategy should be well-defined, with clear objectives and a roadmap for execution. Everyone in the organisation should understand and be on board with the strategy.
  
• Organisational Structure
  The structure should be designed to support the strategy. For example, if your strategy is innovation-focused, you should have flexible, cross-functional teams in place.
  
• Systems and Processes
  Ensure that your systems and processes are in place to support the strategy. This includes everything from information technology systems to decision-making processes.
  
• Shared Values and Culture
  Your organisation’s culture should reinforce the strategy. A culture of innovation, for instance, should align with a strategy of product development.
  
• Skills and Competencies
  The skills and competencies of your workforce should match the requirements of your strategy. This might involve training and development efforts.
  
• Staffing
  Consider the allocation and placement of your workforce. Are they in the right roles to execute the strategy effectively?
• Leadership Style
  The leadership style should align with the strategy. For example, a growth-focused strategy might require a more entrepreneurial and visionary leadership style.

Disciplines of organisational health:

Leaders guide questions:

• Where can you apply the principles of aligning strategy and structure to enhance the effectiveness and impact of your ministry mission or organisation?
• How does your organisation’s healthy compare to one that has minimal politics, high employee loyalty and high productivity?
• Reflecting on Lencioni’s four-part model, where do you need to pay more attention to see your organisation become healthier?