A multinational company merged several formerly independent units into one new international business division. An extensive change program was launched to support the merger of the units and develop new standards for the new division’s interactions with the rest of the company.
We developed an alignment check to support the special role that management and leaders played in driving and shaping the change program. With this approach we wanted to check for problems or misalignments in opinions or priorities between management levels. After an initial check within the division this approach was extended to include management from those parts of the company that had close working relationships with the division.
Checking alignment of management on two fronts – within the division and with closer partners in the company – helped to get a comprehensive understanding of any problems that might jeopardize the change program. Any issues could be resolved at an early stage which helped the successful merger of units in the new division.