Abstract
This study describes the domain of strategic alignment (SA) and evaluates the level of SA in a South African private healthcare company. Interviews and an empirical survey were used to establish the organizational alignment and to pin point possible shortcomings in the company’s strategy execution. The results show a gap in the perceptions between top and middle management and that the company is underperforming in the areas of strategy translation and organizational alignment. Recommendations for the company include the use of an implemented corporate scorecard for better strategic performance measurement, strategy mapping for more efficient communication of strategic issues and the improvement of vertical and horizontal alignment in general
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