If you've had the experience of kayak-ing in white water or, if not, have an active imagination, you'll recognize that the greatest challenge is to maintain balance, avoid life-threatening obstacles and steer a reasonable course, all at the same time. Not easy to do! Business management is somewhat similar in today's volatile markets.

Look ahead, The adept kayaker doesn't look just a few feet ahead while attempting the daunting challenges offered by the river. (S)he doesn't rely on luck to keep the obstacles out of the way. Second rate equipment is never considered, and the name of the game is vigilant practice, continuous practice, perfect practice. There's a lesson to be learned here.

be sensitive and continuously aware.... It all starts with the Customer. No customer, no business! Customers have expectations (don't you?), and these expectations need to be met and surpassed, or there's always the competition. Meeting the needs of the customer has to be based on a sensitive and continuing awareness of what the customer is expecting, since needs do change.

...of "market niches", rather than specific customers. We must ask, explore, detail, and test until we are thoroughly assured that our perspectives are true. Next we must design and implement operational Strategies to meet those needs. Such strategies would be based on the needs of a defined market ‘niche', not on the complex demands of a particular customer who may have several conflicting interests in place at any one time.

Decide on your strategy... Different customers with similar needs can be satisfied, and even delighted, by a single strategy. In this way we can be operationally effective and efficient at the same time. This is managing the vital ‘Moments of Truth'.

Align the culture... Working strategies must be supported from within by a positive Culture, one which will not only allow, but also stimulate, encourage, recognize and reward the ‘right' behaviors. Culture is continually evolving, reflecting all that has been and even now is valued by those who command and control the organization. When the culture ‘works', properly supporting appropriate customer service strategies, staff is productive, morale is high.

...And your leadership Leadership's role is to guide and nurture this culture so that it serves the needs of staff, who in turn serve the needs of the customer. Bringing it all into alignment is the task that faces us. Measuring, planning, organizing, coaching and monitoring, are easy when you have a route map to follow. Handling change, variances, external threats and opportunities, becomes positively exciting when you know where you're going.

For exceptional process - and outcomes! The effort invested in becoming strategically aligned pays off in a thousand ways. Like the kayaker, there's confidence to be gained from coherence in action.

On the Andros Website there are details of the process of Strategic Alignment and you're warmly invited to explore the concept and practice without obligation. For you personally, there's a Diagnostic on Strategic Thinking skills, together with some useful, free advice on improving your practical competencies.

Don't wait until you hit the rapids before you take the river seriously. The time for some ‘perfect practice' is right now.