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In many organizations, the tension between sales and operations is almost expected. Sales is pushing for growth. Operations is protecting delivery. Sales wants speed. Operations wants stability. And somewhere in between, friction builds. This dynamic is especially visible in people-intensive businesses—but it exists everywhere. When left unexamined, it quietly erodes trust, performance, and margin. The issue isn’t that one side is right and the other is wrong. The issue is th

Many leaders believe alignment exists because it should . They’ve communicated the strategy. They hired smart people. They expect everyone to get on board. And yet—quietly, beneath the surface—large portions of the organization are not operating on the same page. Alignment is not agreement. And assuming it exists is one of the most costly leadership mistakes organizations make. The Illusion of Alignment at the Top At the executive level, alignment often feels implied. Leaders

Strategy offsites are energizing. Leaders step away from the day-to-day, think big, debate the future, and leave the room with a plan that feels right. There’s alignment in the moment, optimism in the air, and a belief that this time will be different . Then Monday happens. Within weeks—sometimes days—the strategy begins to fade. Meetings pile up. Urgent issues resurface. Old habits take over. The offsite binder lands on a shelf, and the organization quietly returns to busine