About

My Korean business colleague picked me up at the Incheon International Airport in Seoul and we had dinner to discuss the importance and critical nature of our meeting scheduled for the morning.  This meeting was especially a big deal to him as his entire responsibility for our company in Korea (and his livelihood) was with this particular customer.

Early the next morning, we made our way out to the meeting located in Gumi.  Gumi is the second largest city in Gyeongsangbuk-do, South Korea and traffic was fighting us all the way.  Being late for this meeting would be absolutely inexcusable but fortunately we hit the security gate just in time for the extensive security check and to be taken to our assigned building.

Our group was already seated in the conference room and did not look like it had been a pleasurable morning for them so far.  After respectful brief salutations and acknowledgments, we got right to business.

After about 60 minutes had passed of intense discussions, I could see that the same objections and obstacles that were discussed in the last two meetings were rearing their ugly heads again.  At this point, I decided to do something at that meeting that was somewhat bold (not really...I'll explain in a minute) that actually turned my colleague's face to a sickening expression.

I had him interrupt the heated discussion around the table and translate to our distinguished hosts that - This Meeting Is Now Over!  

Silence...no...Dead Silence.  As they all looked at me in disbelief, I proceeded to have him translate the following details; our team would be procuring their current revision products in Europe as they were not released yet in the United States and would inspect and ship the products priority to our Aptos, California facility where we would first extensively test and then dismantle their current configuration.  We would then internally retrofit their units with our own design components, reassemble and thoroughly test the units one more time. 

Clearing my throat, I further communicated that I would fly back to Korea to this same conference room in 5 weeks.  At that time, both the testing data and the units would be put on the table for their review and if those units did not perform a minimum of 12% better (a major technical & cost savings implication), they could remove our name as their supplier as well as rescind all of our current business with them.  

However, if we met this criteria for their new expansive product line, we would be granted ALL contracts worldwide for this product.  

Bold, Not Really - It was pure Strategic Business Alignment!

Our entire team was trained at executing this strategy many months before this situation.  It was the confidence in the alignment process that we embraced and that gave all of us the confidence to be this " bold ".

Every team member at all levels of our group around the globe was ultra-clear on our purpose, goals, capability and systems.  We structured the foundation of a great strategy from start to finish and this was communicated consistently - every step of the way.  We knew we had the right targeted industry, the right targeted sector, the right targeted company and definitely knew their requirements, time tables and program launch dates.  All that was left to do was bring our company's value and exercise our teams talents, strengths and commitment!

Truly Captured My Interest

I had seen so many good and bad organizations in my career and it always fascinated me to see what factors were involved that made some of these businesses win and others be mediocre or ultimately lose.  Certainly there are multitudes of factors involved but nevertheless, what kept coming to the surface, time and time again, was the one key factor of business alignment.

This subsequently developed my obsession with studying all books, history and aspects of the topic of strategic business alignment and following who the experts were on this subject matter.  My personal favorites and some of the best are: Jonathan Trevor, Barry Varcoe, Andy Bailey, Barry MacKechnie and Anthony Taylor.  All are great business minds that realized how overriding this one principle really is.

I strongly believe that this key factor of Strategic Business Alignment, when implemented correctly into the culture of an organization, has the ability to transform many companies and propel them to incredible success. 

Large business enterprises have the luxury of bringing on excellent larger consulting firms to help direct their organizations' efforts towards greater performance and alignment.  Yet, I felt that there were many smaller businesses (from 2 - 200 employees) that needed this direction and impact without breaking the bank which led me to formulate Ready To Align.    

My business philosophy was inspired by the great Zig Ziglar a long time ago who instilled in me that "If You Help Enough People Get What They Want, You Will In Turn Get What You Want".  If you want to optimize your business and sincerely want to make it better than ever before, hopefully I will earn an opportunity to help you do just that!  Max Leone

Are You Ready?