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04/01/2012 |
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Dr. Khadem to visit Brazil to perform an alignment diagnostic with one of Brazil's largest steel companies.
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02/12/2011 |
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Softtek deepens its alignment and integration in its worldwide operations through the application of Total Alignment.
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13/09/2011 |
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Litho Formas, a forms company in Mexico adopts Total Alignment methodology for its annual Strategic Planning process.
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06/09/2011 |
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Bison/Tecnomec begins a full implementation of Total Alignment in its headquarters in Aguascaliente, Mexico.
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30/08/2011 |
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Grupo Mexicano de Desarrollo, a leading construction firm in Mexico adopts the Total Alignment methodology for its annual Strategic Planning process
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16/08/2011 |
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Infotrac began a diagnostic exercise to assess the opportunities for Total Alignment for Grupo Gondi, a leading paper and packaging firm in Guadalajara, Mexico.
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21/07/2011 |
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Microplane division in Queretaro, Mexico begins a full implementation of Total Alignment.
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Infotrac, Inc.
Atlanta, GA USA. |
Tel:
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+1-404-843-2589 |
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+1-404-506-9621 |
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Successful companies have well defined vision and strategies. Yet, many face challenges in execution. Our alignment process is designed to address this challenge. It begins with constructing a map of vision and strategy we refer to as Vision Indicator Tree and Strategy Indicator Tree. The purpose of this map is to serve as the frame of reference for alignment. Once this map has been created, it guides four areas of alignment: Accountability, Competency, Behaviors, and Compensation. |
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Perhaps the most crucial aspect of achieving alignment with vision and strategy is the clarification of accountability. We help you define the unique contribution of each person. A customized scorecard or Focus Report is created for each individual containing that person’s key indicators and the key projects impacted by that individual. |
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The contribution of each individual can be maximized when the jobholder possesses the right competencies. We help your managers identify the skills that match their accountability, evaluate the competency level of each skill, and pursue a plan for development. |
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While many companies pay lip service to the importance of aligning with values, few ensure that the behavior of each person is congruent with company values. We introduce a process for pinpointing the behaviors aligned with values, and implementing plans to develop them at all levels. The result is a positive change in culture. |
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Alignment will not be successful unless compensation is linked with contribution. It is a simple concept, but the compensation systems of many companies are not aligned with performance. We introduce a process to directly align compensation with the results obtained by each individual. |
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What percent of your people fully understand and can articulate the vision and strategy of the organization?
What percent of your people have a clear understanding of how they contribute directly to the accomplishment of vision and strategy?
What percent of your people are highly competent in the core skills they need to succeed?
What percent of the behaviors of your people are congruent with the desired culture?
What percent of your people are paid based on their direct contribution to vision and strategy? |
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