Organizational alignment is critical for success. However, center mass clusters indicate a mutual belief that the organization lacks actual differentiation in the industry. With a weak definition of what makes an organization unique, this limits its value to the consumer.
As an organization, clusters in the center also indicate there is no clear direction for the organization’s engagement, intention, or position in the market, getting lost in the sea of competition. This pattern represents a need to develop a clear strategic delivery method for a strongly-branded consumer approach.
A ring cluster pattern reflects the leadership team’s strong yet opposing views of their organization. Created by conflicting ideas, this alignment lacks any single direction or intent when it comes to delivery strategy.
These differing viewpoints also cause multi-directional strategies to work in opposition, causing the organization to constantly be stuck in the same position. Ring clusters include tactic-heavy solutions that never really resolve issues to move forward. The organization’s alignment is at the mercy of the leadership team’s strong-willed viewpoints.
This split pattern indicates that there are two or more distinct views on how the leadership team perceives an organization. Individual perceptions may exist from conditions of a recent acquisition and mergers, or an internal issue of dual-directional leadership.
In some cases, a split pattern can occur from a difference of views between each level of the leadership team. This split can manifest itself in goals, directions, and even in everyday operations. Split patterns are an indicator of independent ideas and a separation of priorities. The severe departmental silos indicate a large disconnect within the leadership team that needs to be addressed.
Even though the economic world is shifting towards experiential engagement, a tight cluster pattern in any of the four quads indicates a clear, intentional direction of the organization’s business delivery. A tight scatter pattern illustrates that a uniform goal, message, and organizational culture may be established by being actively reinforced by the leadership team.
As an organization’s cluster drifts away from the center of the grid and more to the outer corners, the better the existing alignment is within the organization. This signifies possible improved internal communications on all levels of the leadership team, creating a uniform voice for the organization’s delivery method.
A trailing cluster pattern can be driven by many miscommunication issues or cross-leadership involvement. In some cases, the trailing may occur drastically across all levels of leadership, or there may be a slight variation between each leadership level. In this situation, the organization’s goals and delivery alignment is crumbling, creating a disconnect and affecting its overall success.
This break down can manifest itself as an alteration of intent to act on multiple points or operational ideas. Unfortunately, there is no one single cause or solution to re-align the broad thinking that creates the trailing pattern. The organization must identify multiple causes to improve their overall delivery method and brand presence.
Much like the center mass cluster, a wide cluster pattern reflects a lack of any alignment within the leadership teams whatsoever. The organization may be pulled in multiple directions or have too many goal adaptations. Nothing is consistently clear in methodology or focus.
Some wide scatter patterns can stem from a conflict of intention at each of the different leadership levels. A lack of internal communication contributes to the diverse array of perceptions, causing conflict in various types of business and affecting overall success. The organization must assess and completely re-align their delivery method to be unified and successful.