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How aligned is your enterprise? Oxford research shows that a strategically aligned enterprise is only as strong as its weakest link


Why do some businesses thrive whilst many more struggle and fail? According to Jonathan Trevor, Associate Professor of Management Practice, and Barry Varcoe, Associate Fellow at Saïd Business School, University of Oxford, the answer is enterprise alignment.

Superior enterprise alignment enables McDonalds, for example, to serve over 70 million customers a day – over 1% of the global population – and dominate its industry, as it has done for decades. McDonald’s winning formula is tight alignment of its strategy, organisational capabilities, resources, and management systems, all arranged systematically to support its long-term purpose.

Whilst most executives today recognise that their enterprises should be aligned, they tend to focus on just one of these elements to the exclusion of the others. ‘What really matters for sustainable performance is how they all fit together. The enterprise value chain that connects an enterprise’s purpose to its performance is only as strong as its weakest link’ said Professor Trevor.

Enterprise alignment has never been more important – and difficult - than in today’s hyper-competitive and challenging business environment. The disruptions of the 21st century marketplace mean that tried and tested approaches to market success have a short shelf life. ‘To win, business leaders need to step-up and continually refresh how they align all elements of their enterprise’s strategy and organization to the opportunities and challenges of the 21st century marketplace. Many simply rely on what’s worked for them in past, with entirely predictable results. They fail sooner or later,’ commented Trevor.

In their latest article in Harvard Business Review Trevor and Varcoe pose a series of questions that challenge business leaders to test strength of alignment of their own enterprise.

  1. Enterprise purpose: what do we do and why do we do it?
  2. Business strategy: what are we trying to win at to fulfill our purpose?
  3. Organisational capability: what do we need to be good at to win?
  4. Resource architecture: what makes us good (and how good are we)?
  5. Management systems: what delivers the winning performance we need?

Superior enterprise alignment requires thoughtful, courageous and energetic leadership. Every element of the enterprise value chain supports the other. The penalty for misalignment is a dysfunctional business and poor performance.

The authors suggest there are four reasons for the misalignment that cripples many organisations (in all sectors) including:

  • A lack of appreciation of the risks of misalignment to performance;
  • A failure of leadership to ‘own’ end to end alignment within an organisation;
  • An inability to overcome the challenges of operating in a complex and rapidly changing environment;
  • Mistaking activity for progress.

The scale of the challenge however might be a step too far for many organisations. ‘We believe that persistent pressure for short-term results leads many leaders to baulk at the opportunity to implement difficult changes that would have positive and long-lasting organisational impact,’ concluded Varcoe.

For more information or to speak to Jonathan Trevor please contact the press office:
Josie Powell, PR Manager, Saïd Business School
Mobile +44 (0)7711 387215; Tel: +44 (0) 1865 288403
Email: or

Notes to editors

About Saïd Business School
Saïd Business School at the University of Oxford blends the best of new and old. We are a vibrant and innovative business school, but yet deeply embedded in an 800 year old world-class university. We create programmes and ideas that have global impact. We educate people for successful business careers, and as a community seek to tackle world-scale problems. We deliver cutting-edge programmes and ground-breaking research that transform individuals, organisations, business practice, and society. We seek to be a world-class business school community, embedded in a world-class University, tackling world-scale problems.

In the Financial Times European Business School ranking (Dec 2016) Oxford Saïd is ranked 11th. It is ranked 1st in the UK and 9th worldwide in the FT’s ranking of open enrolment programmes (May 2016) and 2nd globally for aims achieved in the FT ranking of MBA programmes (Jan 2016). The MBA is ranked 3rd in Businessweek’s full time MBA ranking outside the USA (Dec 2016) and is ranked 5th among the top non-US Business Schools by Forbes magazine (Sep 2015). The Executive MBA is ranked 2nd worldwide in the Economist’s Executive MBA ranking (Sep 2015) and 9th worldwide in the FT’s ranking of EMBAs (Oct 2016). The Oxford MSc in Financial Economics is ranked 11th in the world in the FT ranking of Masters in Finance programmes (Jun 2016). In the UK university league tables it is ranked first of all UK universities for undergraduate business and management in The Guardian (Jun 2016) and 2nd in The Times (Sept 2016). For more information, see