There can be two ways you may handle this situation. 1) Replace him, which is the easiest way. However, a known devil is always a better bet than an unknown angel. First, there is no guarantee that the new person coming in would be better than the existing one. Second, he would take time to sync with the work environment / company values / colleagues , possibly derailing some of the project timelines, causing discomfort to all stakeholders. 2) Second but most appropriate way would be aligning him through dialogue, discussion, clarification on company strategy, showing impact of his actions, setting mutual goals, offering support, and regularly reviewing progress to bring him to alignment!

Shouldn't ideally happen! With regular sprint meets and transparent culture, it is difficult to be just a spectator. But if it indeed is true, then no frameworks/planned discussions/conclusions will help unless we understand more of it. If not in sync, where exactly are they trying to head at? Check the factors - internal, external, there can be communication gaps. Talk to them without raising the bar and get them onboard your strategy back and up! If they need help, motivation, if they feel out of place - try to speak up and support.

We can take the following actions if the senior leader is not in line with the company's strategy: 1. Have a one-on-one conversation with a senior leader to learn about his or her viewpoint on business strategy. 2. Describe the background, analysis, and reasoning behind the company's strategy. 3. Include him / her in any brainstorming or strategic discussions if any. 4. Establishing a specific performance objective with metrics consistent with the long-term strategy of the organisation. 5. Performance compensation in accordance with business strategy. The actions listed above will assist in aligning Senior leader with the company's strategy.

Established organizations tend to promote the status quo, whether that leads to advantage or not. So start by evaluating whether a divergent POV is a potential pivot OR a case of being "out of touch". If the former, decide how to consider / evaluate before correcting. If the latter, ethically decide whether the leader should be "gently corrected" or replaced.