Strategy succeeds only when every individual knows what is expected of them
Strategy succeeds only when every individual knows what is expected of them
The Performance Equation
The Performance Equation
Organisational performance is collective individual performance
Organisational performance is collective individual performance
Leadership sets direction. People turn that direction into decisions, behaviour and work. The quality of that conversion determines whether strategy moves beyond intent.
Alaya treats the individual as the unit at which strategy becomes executable.
Leadership sets direction. People turn that direction into decisions, behaviour and work. The quality of that conversion determines whether strategy moves beyond intent.
Alaya treats the individual as the unit at which strategy becomes executable.
CCCS Model
CCCS Model
Performance = Clarity x Capability x Culture x Systems
The intervention follows the diagnosis, never the other way around.
The intervention follows the diagnosis, never the other way around.
We examine each of the conditions for five things:
We examine each of the conditions for five things:
What is unclear?
What is missing?
What is contradictory?
What is creating friction?
What must change for each population?
What is unclear?
What is missing?
What is contradictory?
What is creating friction?
What must change for each population?
One Direction. Different Contributions.
One Direction. Different Contributions.
Strategy must become personal before it can become organisational
Strategy must become personal before it can become organisational
A Senior Leader, Function Head, Middle Manager and Individual Contributor do not execute the same strategy in the same way.
Alaya translates one organisational direction into the specific actions, behaviours, decisions and conditions required from each population.
A Senior Leader, Function Head, Middle Manager and Individual Contributor do not execute the same strategy in the same way.
Alaya translates one organisational direction into the specific actions, behaviours, decisions and conditions required from each population.
Senior Leaders
Choices, Trade-Offs & the Signals they send
Senior Leaders
Choices, Trade-Offs & the Signals they send
Senior Leaders
Choices, Trade-Offs & the Signals they send
Functional Leaders
Contributions owned and dependencies managed
Functional Leaders
Contributions owned and dependencies managed
Functional Leaders
Contributions owned and dependencies managed
Managers
Priorities, context setting and reinforcement
Managers
Priorities, context setting and reinforcement
Managers
Priorities, context setting and reinforcement
Individual Contributors
Actions, behaviours and outcomes
Individual Contributors
Actions, behaviours and outcomes
Individual Contributors
Actions, behaviours and outcomes
Why Performance Fractures
Why Performance Fractures
Why Performance Fractures
Organisations often ask for one behaviour and reward another
Organisations often ask for one behaviour and reward another
The Alaya Role
The Alaya Role
We begin where organisational direction already exists.
We do not enter by questioning an organisation's business strategy. We use the chosen direction as the starting point, then diagnose where its translation into individual and collective performance is breaking down.
We begin where organisational direction already exists.
We do not enter by questioning an organisation's business strategy. We use the chosen direction as the starting point, then diagnose where its translation into individual and collective performance is breaking down.
Discuss your execution challenge
Discuss your execution challenge
What does your strategy require people to do differently?
What does your strategy require people to do differently?
