Less than 5% of employees understand their company's strategy. The problem isn't strategic thinking — it's the gap between the boardroom and the teams executing. OrgEdge connects strategy structurally: every objective linked to the functions, teams, and positions delivering it. Alignment isn't assumed — it's navigable.
of well-formulated strategies fail because of poor execution — and 90% of organisations fail to execute strategies effectively. Less than 5% of employees understand their company's strategy; only 28% of managers can name three of their company's strategic priorities. The strategy isn't wrong. The structural connection between the boardroom and the front line doesn't exist.
Source — Mankins & Steele, HBR · Kaplan & Norton · Balanced Scorecard InstituteStrategy, objectives, and OKRs are part of the same connected model as your functions, teams, and positions. Not a separate planning tool — the strategy is structurally embedded. Navigate from any strategic objective down through OKRs, functions, and teams to the individual positions delivering it.
AI-powered assessment identifies exactly where the cascade breaks: functions without strategic objectives, teams without cascaded OKRs, positions without goals, OKRs behind schedule. You see what's missing — not just what's documented. Misalignment visible before it becomes a missed result.
When strategy pivots, the operating model must pivot with it. OrgEdge shows exactly which parts of the cascade break: which functions need updated objectives, which teams need new OKRs, which skills gaps the new strategy creates. Change managed, not discovered.
Track alignment improvement over time. The alignment score is a management metric — like capability or compliance — that the CEO and board can see quarterly. Moving from 2.1 to 3.9 is a number, not a feeling. And when it slips, you know exactly where.
Bring your strategy deck and org structure. We import both, build the cascade chain, and show you the first alignment score — where the connections exist, where they don't, and what needs to happen. A manufacturer with 28 teams and 180 positions did it in 6 weeks.