The Organizational Alignment Handbook
A Catalyst for Performance Acceleration
Management Handbooks for Results Series

In the same way that a well-defined approach is needed to develop an effective strategic plan, an equally well-designed approach is needed to support the alignment of your organization's structure, management concepts, systems, processes, networks, knowledge nets, training, hiring, and reward systems. Examining top-down, bottom-up, and core planning and execution processes, The Organizational Alignment Handbook: A Catalyst for Performance Acceleration provides a systematic approach for establishing the infrastructure needed to support a successful transformation and make your strategic plan a reality.

Bridging the gap between macro and micro approaches with a single unified theory, the book provides the understanding needed to assess the effectiveness of your organization?s current management system. It explains how to identify potential projects, introduce new practices, plan for resource allocation, and define and recommend decision governance. Identifying the capability constraints you must resolve in order for your company to thrive in an increasingly competitive business environment, the book explains:

• How the organizational master plan fits into alignment activities
• How strategic planning process and outcomes can be made part of the performance plan for individuals
• How to use controllable factors as the foundation for your master plan
• How to develop a set of vision statements that defines how your organization will function in the future

The management skills your organization currently possesses might be effective in today?s environment, but are they the skills needed to meet strategic objectives in the future? This book outlines a step-by-step approach for achieving organization-wide alignment of processes, applications, and systems, and to ensure acceptance of the results by all stakeholders. It includes examples of organizations implementing the strategies discussed as well as a review of the activities you need to follow to minimize the time it takes to reach your performance objectives today and in the future.

Overview. Alignment Considerations. The Organizational Alignment Methodology. Phase I: Strategic Planning. Phase II: Processes and Networks. Phase III: Organizational Structure Design. Phase IV: Staffing. Phase V: Rewards and Recognition System Design. Phase VI: Implementation. Epilogue.

About the Author: H. James Harrington In Amy Zuckerman's book, Tech Trending, Dr. Harrington was referred to as the quintessential tech trender. The New York Times referred to him as having a knack for synthesis and an open mind about packaging his knowledge and experience in new ways ? characteristics that may matter more as prerequisites for new-economy success than technical wizardry. Well-known business management practices author, Tom Peters, stated, I fervently hope that Harrington?s readers will not only benefit from the thoroughness of his effort but will also ?smell? the fundamental nature of the challenge for change that he mounts. William Clinton, past president of the United States, appointed Dr. Harrington to serve as an Ambassador of Good Will. It has been said about him, He writes the books that other consultants use. Harrington Institute was featured on a half-hour TV program, Heartbeat of America, which focuses on outstanding small businesses that make America strong. The host, William Shatner, stated, You [Dr. Harrington] manage an entrepreneurial company that moves America forward. You are obviously successful.Dr. H. James Harrington now serves as the chief executive officer (CEO) for the Harrington Institute and Harrington Middle East. He also serves as the chairman of the board for a number of businesses. Dr. Harrington is recognized as one of the world leaders in applying performance improvement methodologies to business processes. He has an excellent record of coming into an organization, working as its CEO or chief operating officer (COO), resulting in a major improvement in its financial and quality performance.Previous Experience In February 2002 Dr. Harrington retired as the COO of Systemcorp A.L.G., the leading supplier of knowledge management and project management software solutions, whe