Role-to-Value Alignment

The rules are agreed with you and set against your own numbers, so you are never shown a ranking whose rules you did not see. Where the question turns to the person in the role, parts of Leadership workshops, Talent Mapping and Talent Assessment answer it. Each place on the agenda shows the figures it rests on.

Where value sits: the value-critical roles, which are rarely the ones with the largest teams or the highest titles. For each of them, Role-to-Value Alignment sets out what the role must deliver, in terms a CFO would accept, and asks whether the person in it is doing that.

Because there is no honest way to add the roles up. Role-to-Value Alignment costs the gap between each role as defined and the person in it role by role, not rolled into one company figure, so every value-critical role carries a figure of its own. Each of those roles gets a card setting the person in it against what the role must deliver.

Yes. Much of what goes wrong between two departments that are each doing their job goes wrong in the space between them, where no single person owns the result. That space is on nobody's org chart and in nobody's objectives, and it is where the delays your customers notice are made. Role-to-Value Alignment gives every handoff between value-critical roles one owner, by name.

Role-to-Value Alignment is about roles; the other two are about people. It finds where value sits and what each value-critical role must deliver. Talent Mapping places everyone in scope on skill and willingness. Talent Assessment checks readiness and values for a person you are about to promote or keep. HR Strategy Advisory joins all three with Organizational Diagnosis.