Enablers and Inhibitors

Enablers are strategies or other factors that help a business become more successful. Inhibitors are strategies or other factors that keep an organization from becoming successful or as successful as it could be.

Authors David Dell, PhD and Robert J. Kramer, PhD provide an overview of the leading issues in strategic business alignments. They say that companies form alignment by breaking down the silos, coordinating business units or Bus activities to achieve objectives. Companies may have different perspectives. Their definition of alignment is different. Some agree that “Alignment is not only a project; it’s a way of life,” Others state it is “a theater that stems from fundamental belief.” Others even say that alignment is a “cascade of linkages between corporate, departmental and individual objectives.”

The authors note that there are some factors that enable or impede alignment:

The enabling factors are: Leadership support and engagement, level of senior executive leadership and support, clarity and predictability of corporate strategic goals, alignment of BU plans to corporate strategy, BU’s understanding of the corporate strategies, BU’s commitment to corporate strategies, and alignment issues and competition for or lack of sharing resources.

Some of the inhibitors include lack of clarity about the role of corporate headquarters, barriers in the form of organizational silos and ineffectual leadership of the company’s top management.

Source:

http://www.pwcglobal.com

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