Strategy & Alignment

Vative’s Strategy and Alignment services are based on empowering leaders with the critical success factors for continuous improvement and to have a clear understanding and direction about their own role to motivate and empower others to continually improve. Leadership alignment is one of the most critical inputs to ensure the CI journey in your organisation starts well and is supported to see ongoing improvements

Executive Alignment

Executive alignment is core to any organisation’s ability to identifying the critical factors to success.

The perception by managers, team leaders and supervisors of the executive team’s aligned commitment to its vision is critical to engaging them to take ownership and deliver on strategic goals. Vative’s experience is that one of the single most important elements of long-term success is the perception of executive alignment.

If executive teams are seen to be misaligned by others in the organisation, it will be a constant challenge for new strategies and culture to take root and be sustained.

A Continuous Improvement mindset is not simply about tools and methodologies, but historically is founded on a set of organisational values and managerial behaviours, specifically those here.

The executive alignment element engages the key leadership team in a half day Executive Alignment introduction to these values and behaviours alongside the continuous improvement principles and methodologies which drives organisational culture.

Leadership alignment is core to any organisation’s ability to achieve its business results. The committed alignment to its vision by the executive and management teams is critical to the delivery of the organisations strategic goals.

“Building a visionary company requires one percent vision and 99 percent alignment.” — Jim Collins,’Built to Last’


In addition to identifying the critical factors to success the executive team will:

  • Learn about their roles as executive sponsors of improvement projects
  • Gain an appreciation of their role in project selection and what it means to champion continuous improvement strategy and culture within their organisation
  • Gain an overview of the methodology and an introduction to the approach for process improvement
  • Increase knowledge on the purpose of continuous improvement and Lean Six Sigma language, values and behaviours

Strategic Policy Deployment

Strategic Policy Deployment, also known as Hoshin Kanri, cascades organisational strategy into tactical actions to eliminate wasted efforts through inconsistent direction and poor communication.

Our Strategic Policy Deployment workshop works with Executives and Senior Management to consolidate, prioritise and schedule Continuous Improvement objectives for implementation aligned to the goals of the business, often referred to as ‘True North.

Organisational objectives are created by the executive team in line with the continuous improvement vision, deployed by management and implementation being performed by the front-line teams. This ensures that highest priority projects are selected, and senior management objectives are effectively communicated all the way down to the lowest level of the organisation and visually managed through a Safety,  Quality, Cost, Delivery, People (SQCDP) Board and Continuous  Improvement Centre. The goal is to have every individual in the organisation engaged and aligned to the true goals of the organisation.

Communication Plan

Culture transformation requires managing communication to create change in a proactive approach. It needs to create perceptions about what is important so individuals can make informed decisions leading to the actions that create the desired results.

The key to successful continuous improvement implementation lies in effective communication. Effective communication begins with building a compelling and motivating “Why” statement which acts as headline messaging throughout the deployment phase. A “How” message follows, delivering a process journey view to the organisation and how this changes will be for the better. The final stage of the communication strategy outlines the “What”. This includes both what is involved in the change and WiiFM, or “What’s in it for me?”

The communication piece will incorporate components of the organisation’s Continuous Improvement strategy and vision, the organisation’s mission and the corporate values/virtues underpinning  the  desired cultural state. This service produces two high quality communication tools which business leaders can employ to ensure the messaging is effective and standardized across the organisation. The first communication flyer targets the mid-tier management who are responsible to lead others and champion continuous improvement projects. The second flyer communicates to the front-line teams who comprise the larger component of the human resources involved in the overall deployment.

“Management is much easier than it was before. We’ve always got the right amount of stock at the right time. We’ve changed culturally as a business with increased productivity, OH&S and continue to benefit from the cost savings from Vative’s program.”

Frank Scott, General Manager of Operations, Silvan