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Is your organization moving slower than it should?
You’ve got strong technology, solid processes, and talented people. But something still feels… stuck.
Sometimes the biggest performance barriers aren’t visible in your systems or metrics. They show up as:
- Teams working toward different priorities
- Decisions taking longer than they should
- Good strategies failing in execution
- Simple projects becoming unexpectedly complex
The common thread? Misalignment between the cultures and priorities of the people and team within your organization.
My team and I see this issue all the time. Everyone in the organization is doing their best… but they’re all pulling in slightly different directions. And progress grinds to a halt.
That’s why, when we work with new clients, one of our first projects is to build alignment throughout the organization.
Once teams align around shared priorities and ways of working, the organization moves faster, executes more effectively, and achieves bigger, better, quicker results.
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Below is an Autogenerated Transcript
Marina Bay Sands. Have you heard about this place? Do you know that this building went up really fast? It was like three years.
[It has] outlets, 50 restaurants, two world-class theaters, a gorgeous museum, [and the] 57 story is where you got the swimming pool up on top. And in the last 100 days, they hired 6500 people and opened the doors. Can you imagine how well they’d had a chance to integrate their systems and their people and their procedures? And can you imagine the problems? And those of you in Singapore know that when the doors open, the service, you know, wasn’t so great. They had not yet had a chance to build a strong culture and use that culture to their advantage and to their guests’ advantage.
This score is actually six months after they opened, and at that point they started applying exactly the same service principles I’m going to show you today and in the next six months, look what happened to the TripAdvisor score. This works. Yet another organization in the home country of Singapore, distinguished by Uplifting Service and what these organizations have done. Singapore Airlines, but also Apple Computer, Amazon.com, Ritz-Carlton. Right. Any of the companies that you know as having a really strong culture of service, and they use it for competitive advantage, they’ve created this, not this. Right. The things that they’re doing are not so much different than the things that your company is doing, but they put thought into how this one can reinforce that, which can accelerate this, which can support that.
Unfortunately, what happens in a lot of companies is marketing says this, but operations does that. We say this is important, but we only stay for sales. We got a project going. Never mind. Kill that right now. Don’t kill it. Just give it half the budget and see what happens. So where would you say your organization is today? Would you say your organization is more like, “Hey, everybody gets it. We’re all aligned. We’re working together. We’re creating value for each other. That’s what our projects are all about. Everybody else in the organization knows that.” Or are you, “Well, you know, it depends on who you talk to and what day of the week”?
