WHEN DO COMPANIES NEED ALIGNMENT? WHEN DO COMPANIES NEED ALIGNMENT? WHEN DO COMPANIES NEED ALIGNMENT? WHEN DO COMPANIES NEED ALIGNMENT?

I. Rapid Growth I. Rapid Growth I. Rapid Growth I. Rapid Growth
When experiencing rapid growth and/or internationalization, revealing an urgent need to verify that the team’s skills, incentives, motivation and organization reflect the new reality. When experiencing rapid growth and/or internationalization, revealing an urgent need to verify that the team’s skills, incentives, motivation and organization reflect the new reality. When experiencing rapid growth and/or internationalization, revealing an urgent need to verify that the team’s skills, incentives, motivation and organization reflect the new reality. When experiencing rapid growth and/or internationalization, revealing an urgent need to verify that the team’s skills, incentives, motivation and organization reflect the new reality.
II. Changes in Macro-Environmental Forces II. Changes in Macro-Environmental Forces II. Changes in Macro-Environmental Forces II. Changes in Macro-Environmental Forces
When changes in macroenvironmental forces – regulation, market conditions, an increased need for innovation – force an urgent review of the talent map and behaviors usually in order to favor quick decisions. When changes in macroenvironmental forces – regulation, market conditions, an increased need for innovation – force an urgent review of the talent map and behaviors usually in order to favor quick decisions. When changes in macroenvironmental forces – regulation, market conditions, an increased need for innovation – force an urgent review of the talent map and behaviors usually in order to favor quick decisions. When changes in macroenvironmental forces – regulation, market conditions, an increased need for innovation – force an urgent review of the talent map and behaviors usually in order to favor quick decisions.
III. M&A Processes III. M&A Processes III. M&A Processes III. M&A Processes
When involved in M&A processes and needing to identify culture- or talent-related obstacles which may affect the achievement of the forecasts and/or goals. When involved in M&A processes and needing to identify culture- or talent-related obstacles which may affect the achievement of the forecasts and/or goals. When involved in M&A processes and needing to identify culture- or talent-related obstacles which may affect the achievement of the forecasts and/or goals. When involved in M&A processes and needing to identify culture- or talent-related obstacles which may affect the achievement of the forecasts and/or goals.
IV. Changes in top management or shareholders IV. Changes in top management or shareholders IV. Changes in top management or shareholders IV. Changes in top management or shareholders
When changes in top management or shareholders provide the opportunity to assess the company’s talent strategy by seeking out an unbiased outside expert’s opinion. When changes in top management or shareholders provide the opportunity to assess the company’s talent strategy by seeking out an unbiased outside expert’s opinion. When changes in top management or shareholders provide the opportunity to assess the company’s talent strategy by seeking out an unbiased outside expert’s opinion. When changes in top management or shareholders provide the opportunity to assess the company’s talent strategy by seeking out an unbiased outside expert’s opinion.
V. Engagement Client Survey V. Engagement Client Survey V. Engagement Client Survey V. Engagement Client Survey
When results in engagement climate surveys shed light on improvement opportunities in specific areas. When results in engagement climate surveys shed light on improvement opportunities in specific areas. When results in engagement climate surveys shed light on improvement opportunities in specific areas. When results in engagement climate surveys shed light on improvement opportunities in specific areas.