• Aligning Your Operations and Vision to Create a Culture of
    CLARITY. CONFIDENCE. TRUST.

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  •  Leaders. Management. Teams. 

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  • Solutions and training that inspires, educates and supports fulling work. 

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At Aligned Operations, we believe that every person deserves the opportunity to do fulfilling work in an organization the provides clarity, confidence, and trust.

Clarity

Clarity in an organization means that everyone is free of confusion. There is are clear expectations of how work needs to be completed, to what quantity in a time period, and to what quality. Clarity assures those completing the work have reduced stress.

Confidence

Confidence in an organization means that everyone is free of doubt. Doubt results in poor decision making because no decision is made. Organizational leadership in a requisite organization empower their teams to make confident decisions.

Trust

Trust is the magical ingredient in an organization. It is the two-way street where leaders trust the execution of their teams and teams trust their leaders to support them along the way in operations management.

So how can you create an organization with clarity, confidence and trust? 

Elliot Jacques suggested.......“The most far reaching, dramatic and rapid changes in behavior of individuals in an organization can be achieved by changes in the organization – both in structure and in managerial leadership practices.”


Great things rarely come from people working by themselves. So how do we best work together to achieve a vision with purpose?

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Requisite Culture

Tom Foster explains culture this way:


Company culture is that unwritten set of rules that governs our behavior in the work that we do together. It is unwritten in contrast to our written set of rules, policies, procedures. Culture is often more powerful than any policy we may write or attempt to officially enforce. Often, culture works against our stated policy in operations management.


What is the source of culture, how is it created? These are the four steps in the Culture Cycle:

  1. Develop our beliefs, bias, our experiences…our story. Culture is the story we carry into our experience that provides the lens, the frame, the tint, the brightness or darkness of that story.
  2. The culture drives team behavior. We can’t see each other’s stories, but we can see their behavior.
  3. Behavior, driven by culture, is constantly tested against the reality of consequences. For better or worse, behaviors driven by culture are proven valid, or not.
  4. Behaviors that survive, for better or worse, are institutionalized in our rituals and customs. This  starts with the way a team member sees the organization.


ORGANIZATIONAL DESIGN

The organizational structure is the agreed upon assignments of responsibilities based on the division of work. The Requisite Organization is one that will meet the needs of your vision. The Org Chart becomes a model where the horizontal becomes the breakdown of work and the vertical becomes the support hierarchy. This model, or blueprint, allows the organization to be tangible.

The requisite structure of your organization will allow the organization to evolve into the vision. Every organization has a design. It can be a design that is planned and intended, or it will become a design by default. Designs by default rarely serve to evolve the organization to its vision.

The Layers in the Organization

There are three fundamental layers in every successful organization:

The Vision Layer

The organization’s vision is established by the visionary based on a purpose that is based on a guiding belief. The Visionary is often the business owner but can also be a hired CEO. The Vision layer focuses on the “Why” and “What” of the organization.

The Management Layer

The Management Layer is led by an Integrator. The integrator is often referred to as the COO, General Manager, or Operation Manager. The Operations layer is the “How” layer. It determines and coordinates the work throughout the organization into goals. 

The Execution Layer

The Execution Layer is where “the rubber meets the road”. Specialized work forces throughout the organization execute their assigned work based on the instruction and oversight of the management teams of the operations layer. Measurable metric keeping is key. 

What is Operations? 

At Aligned Operations, we define operations as the coordination and execution of work. In our layers listed above, Operations includes layers two and three…Management and Execution. 



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Segmentation and Iteration

Each piece of the organization (segments) needs to evolve together through iterations. Iteration means to do the best with what you have to expand what you have…repeat. The business segments need to align as the organization evolves through these iterations.


There are three primary segments in every organization.  The service or production segment fills capacity. While marketing and sales generates demand. Balance between capacity and demand is vital to an organization’s success. The third segment, Internal Operations, then provide to tools to balance capacity and demand.


So How does Operations align the execution of work to the organization’s vision?


The Organizational Alignment Process

Aligned Operations has developed a 3-step process to align your business organizational structure to your vision.

Take an inventory…start where we stand.

Monitor Performance…are we on the path

Evolve the Organization…to its Vision