Published Articles
Signature published articles written by Jonathan Trevor.
What Leaders Get Wrong About Strategic Alignment
Jonathan Trevor
Harvard Business Review
Discover why even well-run organisations become misaligned—and what leaders can do to continually align strategy, organisation, and people for superior performance.
Strategic Alignment Reconciles Purpose and Profitability
Jonathan Trevor
MIT Sloan Management Review
Purpose and profitability need not compete: strategic alignment can turn them into mutually reinforcing sources of value and performance.
Aligning Organizational Ecosystems to Be Fit for Purpose.
Jonathan Trevor and Kaz Asakawa
European Business Review
As organisations become increasingly interdependent, leaders must align the wider ecosystems of partners and stakeholders on which successful strategy execution depends.
Managing the New Tensions of Hybrid Work
Jonathan Trevor and Matthias Holweg
MIT Sloan Management Review
Hybrid work creates competing demands for flexibility and coordination; effective leaders must reconcile both to sustain collaboration and performance.
How To Design an Ambidextrous Organisation
Jonathan Trevor and Peter Williamson
The European Business Review
Organisations must exploit today’s sources of advantage while simultaneously exploring tomorrow’s—requiring leaders to design for both efficiency and adaptability.
Is Anyone in Your Company Paying Attention to Strategic Alignment?
Jonathan Trevor
Harvard Business Review
Strategic alignment cannot be left to chance: leaders must actively prevent strategy, organisation, and people from drifting apart over time.
How Aligned is Your Organization?
Jonathan Trevor and Barry Varcoe
Harvard Business Review
A practical framework helps leaders diagnose whether their organisation’s purpose, strategy, and organisational capabilities reinforce one another—or work at cross-purposes.
Start a conversation about your leadership alignment challenge
If strategy is not translating into results, decisions feel slower than they should, execution is inconsistent, or your organisation feels fragmented despite everyone’s best efforts, the underlying issue is often a lack of leadership alignment.
If that sounds familiar, I’d be delighted to start a conversation.