There have always been plenty of visionaries in business. Some are bona fide gurus, while others are merely big talkers. But they all have one thing in common: without strategy and execution, their big ideas are bound to go nowhere. Vision, in some ways, is the easy part. We can all visualize where we want our organizations to be and set goals accordingly. It’s the follow-through that is tough. To translate your vision into reality, you need a detailed strategy and a tightly coordinated set of processes and systems. And, of course, your people all need to be on the same page. Alignment is one of the most important parts of the value creation process. And it’s a fairly intuitive concept. Yet, it’s surprising how many companies don’t get it. Deloitte* and the Economist Intelligence Unit recently polled nearly 150 senior executives to gauge how they are, or are not, putting the value habits into practice in their companies. The survey asked how well their projects, people, processes and systems are aligned with vision and strategy. 
The results were surprising. Only 8 percent of respondents, for example, said that their people are “completely” aligned with vision and strategy. The remaining 92 percent are either “mostly” or “somewhat” aligned — or not aligned at all. The responses on alignment of projects, processes and systems weren’t better. This is a big deal. If your own people don’t fully understand the game plan, it is almost impossible to realize your vision. And when it comes to value creation, “mostly” and “somewhat” simply aren’t good enough. Think about it. Would you drive a car if the wheels were only “somewhat” in alignment?
Domino’s Pizza
With 150,000 employees around the globe, Domino’s Pizza understands the value of keeping everyone on the same page. At Domino’s, alignment starts with a simple objective: to be the best pizza delivery company in the world.1 It’s a simple, clear mission statement, entirely free of jargon. Domino’s constantly reinforces this message through its training programs, employee manuals and motivational posters. It’s even printed on the business cards.2 The Domino’s vision translates directly into strategy. Notice how it emphasizes delivery rather than simply making pizzas. This keeps Domino’s out of the restaurant business and entirely focused on the delivery market, which is the largest and fastest growing segment of the industry.3 It also contains a clear global vision. Domino’s is now the No. 1 pizza delivery company in six out of the ten foreign markets in which it operates, including the U.K., Australia and India, mainly as a result of following the same strategic blueprint.4 Keeping things simple also helps facilitate tight synchronization of processes and systems. Domino’s distribution system, for example, supplies everything that its franchise owners need from pepperoni to pizza dough, which it makes by itself.5 That leaves the franchisees free to focus on running their stores as efficiently as possible. Keeping stores and employees in synch is also crucial. Domino’s grades each store on the basis of cleanliness, delivery speed, order times and other measures that are tied directly to its mission of being the fastest and best delivery service. Employees are constantly motivated by contests and promotions that link their performance on these related measures with the company’s strategic vision.6 At Domino’s, everyone is expected to know exactly how their job fits in to the company’s mission.7 Can you say the same about your company? Bringing it home Your business may not be delivering pizzas, but there's still plenty you can learn from Domino's. Keep your mission statement short, and make sure it's crystal clear. Then reinforce it constantly in your communications with employees, customers and other stakeholders until it's impossible to forget.
Develop a strategy that directly supports the goals of the mission statement. If a project or initiative doesn't support that mission, it may not be worth pursuing. If your systems can't track your progress toward the ultimate goal, they may need an overhaul. Remember: everything needs to be in synch--the tighter, the better.
Reward your people for good execution. All employees -- from the top brass to entry-level workers -- need to understand exactly how their individual tasks support the mission. Without them, you can't get where you want to go. Give them an incentive to execute, and they'll help you get there faster.
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Good alignment isn't optional. Nor is it something that can be done every now and then. It's a full-time commitment, and it's not easy. But it's worth it. And you need to get it right before you can move on to the next step. Endnotes:
1 "Adopting the Value Habit (And Unleashing More Value for Your Stakeholders," Copyright © 2006 Deloitte Development LLC, in association with the Economist Intelligence Unit.)
2 Ibid.
3 Ibid.
4 Ibid.
4 Ibid.
5 Ibid.
6 Ibid.
7 Ibid. *As used in this document, “Deloitte” refers to Deloitte & Touche LLP, Deloitte Consulting LLP, Deloitte Tax LLP, and Deloitte Financial Advisory Services LLP. This publication contains general information only and Deloitte Consulting LLP is not, by means of this publication, rendering business, financial, investment, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte Consulting LLP, its affiliates, and related entities shall not be responsible for any loss sustained by any person who relies on this publication. Related Content: The Value Habit Newsletter Archive
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