Rapid Realignment
How to Quickly Integrate People, Processes, and Strategy for Unbeatable Performance
By: George Labovitz, Victor Rosansky
Published: June 5, 2012
Format: Hardcover, 256 pages
ISBN-10: 0071791132
ISBN-13: 978-0071791137
Publisher: McGraw-Hill
"Alignment is a condition in which the key elements of an organization - its people, strategy, customers, and processes - work in concert to serve the primary purpose of the enterprise: increasing value for stakeholders", write founder and CEO of ODI, George Labovitz; and cofounder and president of LHR International, Inc., Victor Rosansky, in their transformational and comprehensive book Rapid Realignment: How to Quickly Integrate People, Processes, and Strategy for Unbeatable Performance. The authors describe how the principles of alignment and realignment are the most powerful tools in organizational improvements, and share the strategies and processes to achieve rapid and lasting cultural change within for profit and non-profit organizations.
George Labivitz and Victor Rosansky recognize that that both for profit and non-profit organizations face the serious challenges of change and complexity. Change is taking place at lightning speed, and arriving from several directions at once, including globalization, technological change, demographics and skills of the workforce, and in customer expectations. Complexity increases with the sizes of business units, product lines, and customer demographics. The authors point out that organizations must sense and respond rapidly to these and other challenges. To counter the tide of seemingly overwhelming challenges, the authors recommend the alignment and rapid realignment of strategy, customers, processes, and people.
George Labovitz (left in photo left) and Victor Rosansky (right in photo left) understand the critical importance of cultural change within an organization. For the authors, the change is in the form of cultural realignment, to better align that culture with the overall organizational goals. The authors provide real world evidence of how moving slowly at first, to collect data through listening to employees, customers, and all other stakeholders, builds the foundation for a very fast realignment.
The authors present a complete process for achieving rapid realignment in any type or size of organization.
* An overview of alignment in the big picture
* Aligning people with strategy; and with one another
* Achieving strategy buy in with a passion for its implementation
* Connecting the value creation of the organization with the customers
* Moving people to think outside their silos
* Put the tools of the realignment process into action
For me, the power of the book is how George Labovitz and Victor Rosansky combine the theory of realignment with real world proven processes for its successful implementation. The authors present a holistic approach to integrating the people, processes, customers, and strategy into a unified system. The authors provide the strategy and the reasons why that realignment strategy is important. At the same time, the need to listen to all stakeholders is emphasized as a key to achieving quick realignment.
The authors also understand the importance of culture change, and how to achieve that change effectively, as essential to any realignment goal. The authors share several case studies that demonstrate the principles in action in the real world. The book also contains key chapter self assessments, applicable takeaways and action items that move the leader along in the process.
I highly recommend the very practical and results oriented book Rapid Realignment: How to Quickly Integrate People, Processes, and Strategy for Unbeatable Performance by George Labovitz and Victor Rosansky, to any business leaders seeking a powerful strategy and process for meeting and overcoming the many challenges facing their organizations. This book will change the company culture, both more quickly than ever thought possible, and create the necessary alignment to achieve the overall organizational goals effectively.
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