Misalignment with organizational goals
by Mario H. Noronha
Topic of this content: Misalignment with organizational goals and cultural impact
Who might be interested in reading: professionals and organizations
In the third text of this month, we will address misalignment with organizational goals, one of the factors that can contribute to cultural misalignment in organizations.
Misalignment with organizational goals occurs when the culture may not support or be aligned with the organization's strategic goals, which hinders the organization's ability to achieve its main goals and also to adapt to market changes.
One of the consequences is the emergence of internal conflicts, given that employees and different departments may adopt different values and goals.
These disagreements can waste time, resources and energy, diverting these precious ingredients from productive efforts that are necessary for the success of any organization.
"Connect the dots between individual roles and the goals of the organization. When people see that connection, they get a lot of energy out of work. They feel the importance, dignity and meaning in their job." - Ken Blanchard
A possible solution is to address these misalignments head-on and promptly, identifying behaviors, systems or processes that are misaligned with the desired culture.
Naturally, this level of intervention, with high clairvoyance, may involve making difficult decisions, such as changes in leadership or a review of policies, but it is essential for the desired – and essential – alignment to be achieved.
However, it is important to keep in mind a strong obstacle, which Peter Drucker described in a simple but very enlightening way: "Culture eats strategy for breakfast."
This means that when there is a disconnect between an organization's strategic direction and its culture, it becomes very difficult to achieve the desired alignment.
Therefore, culture and strategy must support and also reinforce each other, both are indispensable.
Superior cultural alignment ensures that all aspects of the organization, from people to processes, support and are aligned with the organization's strategic goals, and this structural coherence makes it easier to achieve its goals and sustain its long-term success.
Author's note: this text expresses a personal perspective framed within some parameters, it is not a scientific article, of a medical, prescriptive or binding nature. It is also important to note that it was not intended to be an exhaustive analysis, in the future there will be new texts that will address other ways of looking at these same topics.
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