Importance of aligning strategy amongst all levels of an organization

Strategic alignment among levels of an organization is vital as it ensures that the organization’s
employees are focused on one vision and mission. In this way, employees of the organization work
seamlessly and in a coordinated manner to achieve organizational goals.

Although strategies are different at different levels of the company, (i.e. corporate, business and
functionality levels), the strategic choices at each level must align with the corporate strategy
framework and be informed by broader strategic considerations. While corporate strategy provides
an overall direction that the organization needs to follow, business level strategy aims to strengthen
the competitive position of the company's goods/services and functional strategy maximizes
resource productivity. (Jeyarathmm,2008).

An effective strategy includes analysis of environmental and organisational factors. Some of the
challenges that companies face while crafting strategies include environmental and organisational
constraints such as time, technology, sharing resources, and having different or competing goals
which can cause organisational disinterest and prevent organisational change.

In 2009, in an effort to establish a centre-led supply chain organization, Eskom SOC Limited moved
the decision-making authority from the various business divisions to head office. Even with strict
change management, this strategic decision was met with a lot of resistance and political backlash; in
fact, after just four years, the organization returned to a decentralized structure. This is an example
of how conflicts and politics can prevent change and possible growth in any organisation.

In conclusion, according to Dawson and Alter (2009), the four elements of strategic lenses that offer
a comprehensive method for creating an organization's strategic lens include Stakeholder
involvement, Resource Mobilization, Knowledge development, Culture Management. In the Eskom
example sighted it is evident that these strategic lenses were not appropriately examined and
addressed. This included ensuring that current needs of business units did not clash with strategic
goal of centrally managing supply chain decisions.

References
Jeyarathmm, M. (2007)
Strategic Management.
Mumbai: Global Media.
Owens, M.T. (2007) ‘Strategy
and the strategic way of
thinking’, Naval War College
Review,
60(4), pp. 111-124.
Conyers, D. & Kaul, M. 1990,
"Strategic issues in
development management:
learning from
successful experience. Part
II: SUMMARY", Public
Administration &
Development (1986-
1998), vol. 10, no. 3, pp. 289
References
Jeyarathmm, M. (2007)
Strategic Management.
Mumbai: Global Media.
Owens, M.T. (2007) ‘Strategy
and the strategic way of
thinking’, Naval War College
Review,
60(4), pp. 111-124.
Conyers, D. & Kaul, M. 1990,
"Strategic issues in
development management:
learning from
successful experience. Part
II: SUMMARY", Public
Administration &
Development (1986-
1998), vol. 10, no. 3, pp. 289
References

Dawans, Vincent & Alter, Kim (2009), The four lenses Strategic Framework Toward an Integrated
Social Enterprise Methodology: Virtue Ventures LLC.

Jeyarathmm, M. (2007) Strategic Management. Mumbai: Global Media.

Rothauer, D. (2018) Vision & strategy: Strategic thinking for creative and social
entrepreneurs. Basel: Birkhäuser.

Dawans,Vincent & Alter,Kim,

(2009),"The Four Lenses
Strategic Framework
Toward an Integrated Social
Enterprise
Methodology" ,Virtue
Ventures LLC,A
Building the Field
Initiative,Version 1.2 - May
2009,licensed under a Creative
Commons Attribution-Share
Alike 3.0 License.
ns,Vincent & Alter,Kim,
(2009),"The Four Lenses
Strategic Framework
Toward an Integrated Social
Enterprise
Methodology" ,Virtue
Ventures LLC,A
Building the Field
Initiative,Version 1.2 - May
2009,licensed under a Creative
Commons Attribution-Share
Alike 3.0 Li