S-ray scan

The S-ray Scan is the tool we use to tackle strategic misalignment in your organization. The Scan consists of three distinct components. Together these components provide a state-of-the-science tooling and expertise necessary to re-align your entire company. Step one helps you formulate a compact, clear and focussed business strategy. Step two makes a clear picture of strategic alignment throughout your organization and Step three provides the key alignment drivers to resolving strategic misalignment.

1. Strategy Statements

Alignment starts with strategy. Strategy is the unique and context-specific answer to the question what the goals of your strategy are, how your strategy will lead to goal achievement, and why your strategy is important and valuable for the organisation at all. The S-ray Scan requires clear statements on the  what (goals), how (choices) and why (values) of strategy


2. Alignment Diagnostics

Put your strategy to the test and find out objectively to what extent teams and people in your organization align with the goals, choices and values of your strategy. Our alignment diagnostics literally show you the picture: alignment within teams, alignment between teams and alignment in relation to the top executive team as the alignment point of reference.


3. Alignment Drivers

In an integrated manner, the S-ray Scan makes an assessment of the known organizational conditions that drive the alignment of people and teams with the strategy. The driver assessments are related to the alignment diagnostics and reveal the root causes of the current alignment situation. So you can fact-based tailor an intervention plan that fits the unique characteristics of your organization.


strong alignment

Want to see what it looks like and how it works?


non alignment

Strategic alignment is an excellent predictor of the performance of the organization that is malleable and impressionable.

The major determinants of strategic alignment influence the alignment within teams and between teams?
These are the so-called alignment drivers such as leadership, group processes and psychological safety (the feeling that staff
can discuss issues they disagree on openly and freely).

There are many factors that affect the performance of the organization where you have no influence. But there are also factors you can influence, like strategic alignment.

The choice is yours: Will you let strategic alignment work for you?