STAND FOR SOMETHING- MANTRA FOR MARKETING SUCCESS

                     

Fill, Shut it, Forget it… The campaign that strongly associated Hero Honda  with fuel efficiency leading to an undisputed leadership for Hero Honda in the two wheeler bike market.

Neighbour’s envy, Owner’s pride… The campaign that associated Onida TVwith superior quality and pride of ownership that catapulted Onida toquickly climb up to value leadership in the colour television market

Thanda Matlab.. A memorable campaign that has led Coca-Cola to strong choice during the season.

Its Economy Stupid-  The campaign that led Bill Clinton to become theCome from behind to become the President of USA

Vote for Change- The campaign that catapulted Barack Obama to become the first Black President of USA.

History is replete with examples about overwhelming success achieved by                            Brands, organisations and Personalities when they get strongly associated a category or product or a name that resonates with a need or requirement or the imagination of the target audience. 

Amitabh Bachan as the Angry Young Man, Sachin Tendulkar as the quintessential model human being and a cricketer par excellence,  Xerox as the world’s best photocopier, IBM as the personal computer, Google as the world’s preferred search engine, Microsoft as the operating system and office productivity software of choice, Linux as the open source operating system etc., are a few such examples.

The most powerful organisations, brands and personalities are identified in the minds of their subjects and target audience by a single phrase or an image that represents them.

It is indeed a matter of interest that many brands and many organisation do not give any

importance to this doctrine of meaning something strongly to their target audience.

While it takes lot of investment, hardwork and patience to build a brand, once the brand name is established many brands try to extend the brand name to other categories in the name of extension and not only dilute the power associated with a brand name but also destroy the core values associated with the brand.

When RayBan, the world’s famous brand of Sunglasses a name associated with premium image, high quality and pride of ownership launched RayBan Suntamers, a low end sunglass brand, the equity of RayBan took a solid beating leading to a dramatic drop in the sales of RayBan core brand’s sunglasses.  This led to RayBan Suntamers being scrapped and it took a lot of time and resources to undo the damage done to the premium image of RayBan.

When a company owning a strong brand wishes to diversify it is best done by delinking the brand/company name with the product category and launching new brands as sub brands from the same company and support the same with all its might.

Examples like iPod, iPhone, iPad from Apple which is strongly associates with a computer with a new generation operating system,  You Tube, Chrome, Android etc. from Google strongly associated with the best Search engine, Lexus from Toyota, which is associated with mid range efficient cars, Lumia a new brand snart phones from Nokia are some examples of the way world’s leading brands are undertaking diversification into new businesses. Tata, Godrej, Reliance, General Electric are some examples in India where the brand names have surpassed representation of just a product and stand for a set of values

that these brands represent which are then imparted to the companies under respective banners.  This strategy can boomerang when any of the sub brands or the parent brand fails or acquires a negative representation.

Kodak is a classic example of a manual camera brand that could not change the perception associated with its image to become a digital camera of choice to the consumers.

Kingfihser Airlines is a classic example of a high class airlines, diluting its focus by trying to lend its name to low class and budget airlines and today, its stands for nothing in the minds of the customers.

Within the social networking space we have Linkedin, Twitter, Facebook which have created their own niches while Google+ is struggling to find its space in the mind of the target audience die its overpowering image and association with a Search engine.

 Successful organisations know the value of being strongly associated with a feature or a value that strongly resonates with their target audience.

Companies which have failed from positions of strength are those which have tried to extend the brand too widely, even if it comes to supporting them with huge resources.

This will lead to not only wasting huge resources and time for the company, but also the drain in working capital will lead to destruction of the core brand itself.

The classic example in the Indian case is that of BPL, once an undisputed leader  in Indian colour television market. As BPL diversified into telecom and cellular market by diverting huge resources as well, the resultant loss of organisational focus resulted in complete loss of market share for BPL. Finally BPL Cellular division was also sold off to competition though for a good profit, this remains etched in the minds of the BPL lovers as a classic case of misdirected brand diversification.

When Successful brands vacate their position in the minds of the customer, they should take care to replace the position with another product or proposition from their own stable but with a distinctly identifiable brand. Otherwise they stand to yield the position to the competition in a platter which may threaten the existence of leader brand in due course.

When Deccan airlines was taken over by Kingfisher Airlines, and the brand was unsuccessfully replaced by Kingfisher Red, as a budget airline, the failure of Kingfisher airlines was successfully leveraged by Indigo to become the largest budget airliner in India. Now the existence of Kingfisher airlines is under question.

Hence Strategically oriented successful organisations think in the long term and stay focussed on what they and their brands stand for in the mins of their consumers.

EXECUTION EXCELLENCE THAT TURNS DREAMS INTO REALITY..

Any strategy is as good as its execution..

Chanakya & Chandragupta, Krishna and Arjuna,  Timmarasu and Srikrishna Devaraya are firmly engrained in our minds as a great combination for effective strategy and exceptional execution ability.

                                    

How beautiful and longlasting  is the thought of ‘TajMahal’ in the minds of Shahjahan if it was not translated into a historic and everlasting monument through phenomenal execution?!

Any idea which has not met with execution excellence is as good as a piece of Plain Paper..

While actions taken without a clear strategy could lead to lot of chaos, and strategy which is backed by strong execution on the ground is what that leads to growth, profitability and a long lasting success.

A  study of over 750 global CEOs across the globe on the top 10 challenges faced by organisations  identified excellence of execution as their top challenge and keeping consistent execution of strategy by top management as their third greatest concern.

 Robert Kaplan and David Norton in 'The Execution Premium: Linking Strategy to Operations for Competitive Advantage' highlighted that the ability for a company to translate its strategies into action and deliver to their customers provides a significant advantage.

  We have organizations spending lot of their resources in developing fantastic strategies for short term, medium and long term. Most of the time they take the help of high profile global consultants for these activities.Despite this, most of the time, the results are anything but spectacular.

This is because the strategies are prepared by executives who are entrenched firmly on their desks or boardrooms who come out with a series of steps to convert the wish list of the organization into a reality without much focus on the implement-ability and practicality. They also lack an understanding of the ground level situation matched with their organizational capabilities’

While a lot of emphasis in management education is on learning about strategic frameworks, theories and models, very little emphasis is shown on learning the nitty-gritty of execution and the importance of execution excellence in organizational success. This is because of a variety of factors like lack of time, organizational experience, exposure to real life situations with all their dynamic interactions. Ability to dirty their hand by getting quickly into the middle of the things in any given situation and willingness to lead from the front in any given situation are the hall mark of leaders with ability to excel in execution.

The following must be taken into account while coming out with executable strategies that can add real values to organization:

A firm understanding on the ground reality is a must for development of an implementable strategy. While the steps that lead to the eventual scenario that has been mapped have to be clearly laid out, a step by step clear action plan should be laid out that is simple to understand and is also implementable given the organizational competencies and resource availability.

The challenge of execution is mostly a matter of synchronization -- getting the right product to the right customer at the right time.  A regional manufacturing initiative in Africa  may involve reconfiguring 54 different supply chains and understanding the markets of 54 different countries.

A classic case of non-synchronization leading to a grand failure is that of the takeover of  Deccan Airways with Kingfisher airlines.  Kingfisher Airlines which was the most desirable airlines to travel for the airline consumers with a premium image wanted to expand its target customer base, it acquired Deccan Airways a low cost airlines offering base and stripped down services to the consumers. The entire operation, the way it was managed  not only ended up leading to lot of confusion in the minds of the consumers about the brand values of Kingfisher,  but also led to enormous losses for the company leading to complete washout of the value associated with the acquisition to the company.

In the airlines business, Spicejet, Indigo airlines are classic examples of excellent execution of the strategy of Low cost Airlines.

.                                                   

   An effective execution will start with a good strategy and will involve the following steps:

A)     Strategy that is executable with a strong sense of on ground situation

B)     Strong leadership, delegation and involvement of competent persons with requisite skills.

C)     Continuous communication across the duration of the implementation. A number of times, the strategies  fail because of lack of communication of the strategy across various levels of the organization. A infectious enthusiasm whipped up by successful communication could lead to the entire organization resonating with a single purpose to go for the success and lead to execution excellence.

D)     Clear measures for managing the progress of the implementation accurately. Anything that can be measured can be monitored.  Hence an understanding of the metrics is a must.

E)      Co-ordination and synchronization across various elements of the organization till the results are achieved.

Successful organizations know the importance of ‘Execution Excellence’ and have this aspect ingrained well into their fabric. This also will be an important aspect of evaluation of all executives.

      Any one is an effective ‘Executive’ or a part of the ‘Executive Management’ only if he has              ‘Execution Excellence’ as his/her must possess traits.

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SOARING ORGANISATIONS SELDOM STOP…

‘If you really want to succeed, you’ll have to go for it every day like I do.’ Donald Trump.

                                                                   

Successful Organisations are like juggernauts moving from one success to another without halting to savour their success over long breaks. They continuously raise the bar for themselves and their teams to go for higher and higher performance objectives leading to better performance every day.
As they relentlessly, fiercely perform at the highest level going after one target after another, they churn out stupendous work with inspiring results, again and again, never stopping on their tracks. 

This is because of the passion to achieve the long term vision of the organisation which has been internalised and bought into, never lets them take a wink and and loose sight of their goals.

One of the biggest & most inspiring success stories of recent times in India has been the growth of Nokia Mobile phones in India through its Sales and Distribution Partner, HCL Infosystems, the leading hardware and system integration services company in India.

Under the dynamic leadership of its Chairman, HCL Info, grew the sales of its telecom business from under Rs 1000 crores per annum to over Rs 10000 crores per annum in a matter 4 years. While the organisation had very good support from the Principal, M/s Nokia, a global leader in mobile phones, the real indicator of the success was the fact that, while globally Nokia Mobile phones was enjoying 40% market share, Indian subsidiary reached a market share of over 80% virtually annihilating the competition.

How was this achieved?

HCL infosystems organised a competent sales team through careful selection procedure under an efficient leadership team. Relationships with Nokia, were managed superbly and the two organisations planned for a soaring growth through a series of marketing and sales  strategies.

While HCL infosystems was fired up with the vision of becoming an undisputed leader in the telecom, hardware and system integration business, the teams were set aggressive performance objectives and were persistently challenged with constructive competition among the regional teams at the same time they were motivated to go for aggressive collective goals in line with the spirit of the organisations.

Setting Targets to operate out of the comfort zone: 

                                             

HCL Info, being an aggressive sales organisations realises that the best results are achieved when the teams operate out of their comfort zones.

When competent teams are inspired with a goal and challenged to achieve aggressive targets  and constructive competition among the teams, magic happens.

                                                 

Reward performance:

HCL Info understood the importance of motivating the sales teams for achieving the aggressive performance objectives through innovative collective  and indivifual  reward systems designed to extract excellence with all the members of the organisation stretching the limits of excellence.

                                              

While month after month the teams achieved bigger and bigger successes which looked seemingly impossible when they were set, the celebrations were chaired by the top management and rewarded with not only money, but also honours, mementoes, parties, individual and team recognitions. 

         

             

                                                        Team and Individual rewards

                                             

                                            

                                                                 Team celebrations  

While the celebrations never halted the organisations, they were followed by the charged up teams going back to the fied with renewed vigor to keep up the momentum and stretch themselves to achieve the overall goal of the organisation.

                                   

In the words of the inspiring chairman, ‘The team should celebrate the success by closing their eyes for a few minutes, savouring the fruits of the success and move on towards the next goals.’ Stopping for too much of a time, pondering too much and resting on past laurels will develop complacency in the  organisation and it requires more effort to gather back the momentum lost.

“Celebrate what you've accomplished, but raise the bar a little higher each time you succeed.” Mia Hmm

Just as the Earth never stops rotating around itself and revolving around the sun,

                                               

And the Banyan tree never stops growing

                                                           

Soaring organisations never stop their march, setting higher and higher goal & reinventing themselves to remain contemporary, ever relevant and forever growing..

In a matter of 2 years from June 2004- December May 2006, HCL Infosystems grew rapidly from around 6 lakh units per month to over 25 lakh units per month and became an undisputed leader in the Indian cellular market with over 75% share in quantity terms, far higher than the 35% share it enjoyed globally..

'Success is never the never a stop and failure is never final".. Master Mentors..

There are any number of cases in front of our eyes, where organisations have continuously reinvented themselves to become bigger and bigger by becoming an indispensible part of the lives of their consumers. Microsoft, Apple, Unilever, Procter  & Gamble, Cococola, Pepsi  Mc Donald are some such companies which have tirelessly and relentlessly reinvented themselves and applied themselves to the cause of creating value to their consumers and stake holders thus becoming evergreen corporations in the process.. History is also replete with exampled of those where success has been ephemeral and they have fallen by the way side unable to build on their successes and go from strength to strength..

Tirelessly working towards the goal by continuously  reliving the passion with which one starts is the hallmark of soaring organisations.

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WHERE GOALS ARE THE BOSSES..

 Achievement of goals set is the motivating factor for employees at all levels in a successful organisation.

In a successful organisation, goals are set at every level depending on the functional area, level in the organisation and the nature of work performed.

The Balanced Score Card, one of the most widely followed corporate transformational strategies aims to analyse and set goals & benchmarks for the organisation across 360 degrees of its performance across Financial, Customer, Internal Process and Learning perspectives.

While the goals and benchmarks are set in line with the overall vision of the organisation, these are set in such a way that the employees operate out of their comfort zones.

                                     

These goals then become the guiding stars for the employees

While there are various levels of hierarchy, the leadership at all levels is focussed on the achievement of the set goals for the respective departments with an eye on the achievement of the ultimate goal set for the organisation.

Thus there is no space for individual egos, idiosyncrasies, personal likes and dislikes, emotions to play a role in the performance of the employees at various levels. Animated discussions between the superiors and the subordinates have only objective, that is to create conditions and support performance towards achievement of the objectives at all levels. Every boss will thus try and act as the ideal boss to work for and this behaviour is encouraged.

                                                                

Where the employees are motivated by the achievement of their individual goals and the overall goals of the organisation, where the goals at various levels across all the departments  in line and in harmony with the goals of the organisation the performance of the organisation has only one way to go, that is to soar higher and higher.

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TEAM SPIRIT & TEAM RESONANCE THAT CATAPULTS OUTPUT

Teamwork is the ability to work together toward a common vision. The ability to direct individual accomplishments toward organizational objectives. It is the fuel that allows common people to attain uncommon results.”

                                         

KKR Is about team, not individuals: Shahrukh Khan

Shahrukh Khan’s Gautam gambhir lead KKR cricket team, pulled off one of the most stunning performances ever seen in the recent history in the IPL-V championship in May 2012. Starting from a hopeless performances in the earlier versions of the championship and starting as a distinctly underrated team, KKR team lifted the cup by beating the reigning champs  CSK team.

Team spirit and team performance as against the individualistic brilliance has been behind many successes in the corporate history.

Successful organisations organise teams, inculcate team spirit, encourage healthy competition among the teams to aim for higher and higher performance. Celebrations and Rewards, cups and mementoes keep up with the excitement and carry forward the moments of excitement as mementoes.

TEAMBLI  at Baucsh & Lomb India, the founder of RayBan Sungalsses is one of the finest examples of  a team spirit that has resulted in excellent performance consistently over a period of time to result in the successful  Turnaround of the organisations in a matter of 3 years between 1996 and 1999.

TEAM BLI’ pioneered the first organized sector entry into the eyecare products market. Industry standards had to be re-framed. Capacity utilization was low. The start-up was burdened with high leverage and perceptions of low quality / high price. .

Ray-Ban sunglasses launch in India had to overcome quality perceptions of a locally manufactured product, as well as successfully establish the value-proposition in line with purchasing-power

Intense brainstorming and honest debates cleared the way forward. Thanks to the ‘100% DO IT (Delivery with Ownership through Interdependent Teams)’ credo; cross functional teams came together seamlessly to pull as one. Accelerated learning curves and Execution Excellence in every sphere became the name of the game. An ‘open’ culture rated organization climate amongst the best companies of the world. The organization structure was realigned to bring in clear accountability.

As a result, India became a ‘Top 10’ Global market  for Ray-Ban sunglasses, within 3 years.’. Despite all the challenges the entity broke even in a record time becoming one of the very few successful entries into the India market in those times.

While Team BLI was one team comprising all members of the organisation working in unison to achieve the vision set in front of the organisation by the visionary Jaspal Bajwa, the company was organised into various functional teams and regional teams which competed among themselves to not only exceed their performance objectives that were set out in front them in line with goals of the organisations, but also be the best amongst all in terms of every parameter.

Innovative target setting ensured that the targets kept in mind not only, quantitative parameters like Sales and receivables, but also the performance of the teams in terms of being within their means in incurring their capital expenses and operational expenses budgeted versus actuals.

Innovative competitions like the Golden Baton Trophy, which measured the performance of teams in various functions in terms of their service levels to their internal customers and delivering on their performance goals, made the entire organisation reverberate with a sense of healthy competition and sheer excitement as they together cracked one goal after another leading to the final vision of being not only a profitable entity but also an undisputed leader in its businesses in India, admired by consumers, dealers, distributors and all stakeholders.

                                                           

Even today after 12 years, after a smooth transition into 2 different entities following global acquisition, demerger etc, TEAMBLI members continues to resonate with each other and share the good times of success and relive their moments of excitement.

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ORGANIZATIONS TO ‘DIE’ FOR..

          DIE--DELEGATION- INTRAPRENEURSHIP- EMPOWERMENT

Successful Organisation take extreme care in selecting the right candidates for the job and groom them to a position of responsibility. The employees are empowered to handle the responsibility and deliver on their accountabilities successfully at the same time enjoying their work.

Positioning right persons in right jobs by matching their unique skills, competencies, experiences and above all their passions will enable the organisations to let their employees handle responsibility to yield the desired results in line with the overall vision of the organisation.

Competent employees enjoy work when they are trusted, given authority with responsibility and rewarded appropriately.

Organisations destined for greatness encourage 

A)     Delegation, B) Intrapreneurship and C) Empowerment at all levels.

Selecting the right person with the right competence is the key to successful delegation.

This will enable all the employees to focus most on their key deliverables while the rest of the organisation works on the other elements of the execution with due diligence.

While delegation is an extremely useful and important aspects of an organizational effectiveness, delegating the work to wrong employee and delegating without periodic supervision is a sure path to failure in most cases.

                                         

                Delegating managerial tasks to a secretary without necessary skills

                and relaxing totally by taking eyes off—too dramatic but a symbolic representation of a

               wrong type of delegation.

Successsful Organisations encourage Intrapreneurship at all levels.

Gifford Pinchot III  introduced the word intraprenership in 1985, a term that marries the spirit of an entrepreneur with the resources of a large corporation.

They want employees at all levels to work with spirit of ownership like an entrepreneur within the organisation. This will enable the organisation to deliver extraordinary results as it is akin to a train running with many more engines instead of one engine pulling all the passenger compartments.

                            

A 100 Coach Goods train pulled by a 3 Engine front

Having more engines work in same direction will help a train pull heavier loads with ease.

Having a number of leaders in the organizsation  acting like an entrepreneur in his own sphere of work and contributing to the organisation in line with the overall goals, objectives and vision of the organisation will catalyse the growth of the organisation and reach its vision faster than planned.

In many organizations, apart from challenging work environment and delegation of authority, organisations implement a number of programs to encourage intrapreneurship. These include  

a)      Encouraging innovation by continuously inviting ideas from all the employees and consider them with full regard,

b)      Back the employees with chosen ideas by offering them mentoring to let them evolve into viable businesses

c)       Support the employees with innovative ideas and a sound business model with resources at their disposal while their regular needs are taken case through fixed salaries and perks,

d)      Review periodically to ensure that the intrapreneur get due support and are on the track planned out.

e)      Encourage the intrapreneurs and back them to the hilt in times of failure and motivate them to take risks, learning from failures,

f)       Give lion’s share of the benefit derived from the success of intrapreneurs to the concerned employee and motivate them to achieve more and more.

This will foster an intrapreneurial culture where more and more employees will be motivated to think and act like entrapreneurs that will help the organisation to keep up with the spirit that has helped it be conceived in the first place.

Sometimes the intrapreneurs end up coming out with radically different business models or areas of growth which need to spun off as separate companies with the idea champion at the helm. Google, Microsoft, Infosys are some such  companies which have always encouraged intrapreneurship and enabled the employees get the double benefit of being an employee and entrepreneur.

Google encourages intrapreneurship  through its ‘Innovation Time off’ project enabling the employees to explore and work in the areas of their passion, 20% of their time. This has led to launch of a number of innovative programs.

Successful companies have a significant budget for incubating ideas of their intrapreneurs.

With the increasing trend towards entrpreneurship in the recent past, encouraging ‘Intrapreneurship’ is a sure shot way for great companies to retain, motivate and reward top talent and keep up the growth path.

EMPOWERMENT

It is indeed surprising to find that many organization today want to manage their employees by setting them objectives to be achieved but backing them with little resources.

Successful organisations are the one who let the employees go after and achieve much more than their objectives by offering them the right work environment, powers to take decisions within their own spheres that will help them in deploying the appropriate resources to achieve the set objectives and reward them when the objectives are achieved.

While the environment is meritocratic, the healthy competition and the urge on the part of the employees to live up to the management’s expectation, draws out the best from the employees and make them a motivated lot.

A  company that empowers its employees, delegates responsibility and fosters an entrepreneurial culture by a formal process of encouraging intrapreneurship is on the right path to success in the 21^st century..

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VISION - A GUIDING STAR

How do you foresee your destiny? What are you aiming for?

                                                                

Vision statement  provides a rallying point for an organisation to march in a coordinated fashion towards its desired destiny like a guiding star.

Indian National Movement for freedom is a classic example of how a  Vision statement properly worded, communicated and followed with right strategies could galvanise ordinary people to achieve improbable actions.

"Swaraj is my birthright, and I shall have it", said Balagangadhar Tilak in the early part of 1900s.

Tilak was the first Indian nationalist to embrace Swaraj as the destiny of the nation.

In September 1920,  Mohandas Karamchand Gandhi, known as the Father of the Indian nation

prevailed upon congress to adopt ‘Swaraj’  as the vision for the organisation.

The Vision of a Free Indian State, ignited the Indian masses in due course  leading to the well know Indian Freedom movement  and subsequent release of the subcontinent from th clutches of the British Rule.

INC took upon itself the mission of educating the masses through a series of activities and to sensitize them about the importance of freeing the country from the clutches of the empire.

While Gandhi used Non Violence and Non cooperation as the strategy to evict the British rulers, what he used was a series of tactics and activities like Quit India Movement, Dandi March and a series of civil disobedience movements to galvanise the masses and keep up the momentum till the eventual end result is achieved.

In the same way, a Vision Statement that resonates with the stakeholders in an organisation has got the ability to galvanise and motivate the members and provide a powerful unifying force that guides people at all levels to strive to achieve seemingly impossible things.

Vision Statement reflects the organisation’s wish for achievement for the long term.

A clear vision could be broken down into a series of sub-visions that would lead to the development of mission and strategy of an organisation. This should adequately capture the future position of an organisation with respect  its areas of operation, technology adaption, customers, stakeholders, business partners, vendors, products, services, positioning w.r.t competitors etc.

For example:

A vision statement for an Indian airline could be:

To be the largest carrier of choice in Indian Subcontinent.

Subsets to this could be:

                 To delight the customers and be the airliners of choice by the majority of air passengers

                To be a partner of choice to the travel agents across the country and hold a majority

                share of their earnings.

                To be the most profitable of all the airliners and reward the shareholders  with more than

                Double the market rate of return.

                To be the employer of choice and delight the employees through highest level of earnings

                and job satisfaction.

              To be the partner of choice for all business associates like airports, banks, lenders and the

               like  through consistent win-win transactions.

                To be the best corporate in the country in the eyes of Government and Society by complying

With all the rules and regulations of the land, highest contribution the society and      exchequer among all the airline companies.

Once the vision is laid out, the company could lay out appropriate strategies, define the values, set up performance benchmarks along with corresponding timelines, reporting and reward structures to gradually inch towards the stated vision. This process of reaching the desirable future position as enunciated by the Vision statement becomes the mission of all the leaders of the organisation at various levels.

                             

The march of an organisation towards its Vision will lead to implementation of strategic decisions, tactical actions, operational priorities at all levels.

The vision statement should be sufficiently communicated and carried through every level in the organisation. This would involve the process of creating a number of leaders in the organisation who are thoroughly convinced about the vision of the organisation and carry the message through a systematic effort across various levels until the entire organisation shares the vision & resonates with one goal, then the success indeed becomes probable!

In the case of Indian National Movement, a number of leaders like including C. Rajagopalachari, Jawaharlal Nehru, Vallabhbhai Patel, Subhash Chandra Bose and others-  became the  prominent voices of the Indian independence movement and carried the messages to the masses.

Leaders at various levels should strive to keep the entire organisation focussed on achieving the inspiring vision by excelling at their respective roles which are designed as a part of the framework to work in synergy to achieve the overall goal while they achieve to strive their individual goals in a focused manner. This  will ensure that there is an environment in which people are empowered to take ownership of their actions while the leaders perform the role of aligning the actions of various departments and ensure there is harmony, synergy and a shared sense of achievement. 

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References: Wikipedia, Leveraging the organisation’s vision to align leaders and unlock potential by

                   Grant Freedman