Harnessing alignment concept, its level, elements and factors

The purpose of this paper is to explore the definitions of the concept of alignment, level of alignment, elements and driving factors of alignment, and how to harness these elements to increase the organization’s performance. Furthermore, the paper is an attempt to search and navigate the impact of misalignment on organizational performance. This study is based on literature review and previous studies. A number of studies, books, and essays dealing with alignment issues have been reviewed and analyzed. In addition, the author’s practical experiences, as well as interactions and discussions with colleagues and practitioners, have been much considered. The study found that the definition of alignment concept varied and differed in words, but the majority is similar in meaning. Notwithstanding the level of alignment, there is no agreement about which level is determined or much preferred. It is observed that there is another type of level of alignment than the level of alignment classified in this paper. All studies herewith agreed about the positive impact of alignment on organizational performance. Some studies and researches have concurred with what the author suggests calling an equilibrium alignment. This equilibrium methodology must pay more attention to adjust and adapt the organizational elements and components with internal and external environmental change. The important elements and components for organizations to align are many. Processes, structure, strategy, culture and people are frequently examined in the studies of this paper. Aligning processes have been a subject of focus for most of the selected and other studies, in addition to strategy and structure. The driving factors found were technology and business-related decisions (business-IS and business- IT). Concerning general driving factors, it is observed that leadership and management could be counted and treated as an important impacting factor. The consequences of misalignment are found to be grave and many. Misalignment was found hard to steer and does not respond well to changes in direction and challenges encountered to undermine performance. Although this study was prepared by an individual effort, I am aware of its shortcomings. It was based on literature review. Its findings need to be enhanced by field studies from different perspectives. Moreover, the selected studies might not represent the entire population. This paper took further steps in digging more deeply digging into the concept of alignment. It also tried to diagnose and identify the types and level of alignment as well as which has more impact on organizational performance.