© Tesseract Management Systems / Managing by Design / 2002 - 1 COMPREHENSIVE VISIONING This set of...

© Tesseract Management Systems / Managing by Design / 2002 - 1

COMPREHENSIVE VISIONING

This set of slides is intended to provide a basis for stimulating a comprehensive discussion on vision.

The slides are a means to think through what you mean by a vision and the process you intend to use to develop it rather than a specific tool to do so – however they do form a good basis for discussion and syndicates to move things forward.

Please do not attempt to use these slides as part of a presentation until you have read and fully understood the relevant sections of this website, you know how each slide builds, and you are clear on the points you wish to make with them.


Focus

InternalExternalIn

tensity

Exp

edien

tA

spiratio

nal

Dimensions of Vision

Core ideology (Knowing who you are):

How you will remain steadfast

The values and purposes you will always stand for!

Envisioned future (Knowing where you are going):

Clear plans for how you will advance into an uncertain future (e.g. Vivid description of BHAGs)


InternalExternal

Exp

edien

tA

spiratio

nal

IntellectualShared intelligence,

insight, common basis of evaluation,

portability of people & ideas…

AspirationalJoint ambitious goals (BHAGs),

compelling aspiration…

(strategic growth factors?)

Educational

Shared learning, common best-practice

programmes, benchmarking…

CulturalShared core

values, common core purposes, fellowship and

culture…

ProceduralCommon processes, economies of scale,

agility/alliances, synergies in delivering

strategies…

Commercial

Common image/ brand / market

strategy, shared responsibilities,

shared customers, referrals…

Aspects of Vision


Core Ideology

Custom & Practice

Envisioned Future

Competitive Strategy

Lead

ership

Autonom

y

Ben

efitsC

oncerns

Relatio

nsh

ips

Conflict

Syn

ergy

Com

petitionAspirational

Vision

Educational

Cultural

IntellectualCommercial

Procedural




Joint ambitious goals (BHAGs),



Shared core values, common core purposes, fellowship and

culture…

Common processes, economies of scale,


strategies…

Shared intelligence, insight, common basis

of evaluation, portability of people &

ideas…



Proposals? Questions?

Influence… Influence…


Benefits that people might seek

Shared learning and insight / Fellowship

Support in achieving a common goal (or targets)

Synergies and shared resources

Shared burden or responsibility (e.g. social)

Consistent impression (e.g. branding) / addressing misaligned behaviours

Security / addressing ‘external’ threats

Economies of scale

Passing on opportunities / advocacy


Concerns that might be raised

Loss of freedom or autonomy

Bureaucracy / non-value-add activities

Increased vulnerability to poor behaviour in others

Lack of fulfilment / fizzling out

Tortuous central meetings / Abilene paradox

Distraction from core business

Tensions from business reporting lines outside the core organisation

(Stick to beat us with)

(Who cares?)


Probable steps to a vision:Developing understanding & building relationships

Understand the CEO: Intended role, his/her ideas, perceived opportunities/risks, how he/she uses others?

Understand the Attendees: Potentials between their business & partners, fulfilment/frustration, opportunities /risks, personal drivers, expectations of the workshop?

Analyse & Plan: Understand common areas of opportunity, agree key levers & roles, develop process

Facilitate Workshop: According to plan & expectations

Set maintenance processes in place


Understand the CEO

Their aspirations for what the common vision might be: opportunities that exist, and potential pitfalls.

His/her view of the key growth drivers for Us for the future? and role of a common vision therein?

How does CEO see his/her own role in developing that vision, in maintaining it, and in coaching allegiance to it (is the process of vision development intended to be formative for CEO and his/her team?)

Does CEO see the team under him/her as homogenous, or does he/she have particular ‘partners’ with whom he/she can share the burden of ‘establishing’ the vision and making it work in the rump of his/her team? (And what is their current thinking on the situation and its possibilities?)


Understand The Attendees

Potential of our Organisation to their business & vice versa? Is the potential is fulfilled/frustrated? Factors?

Key growth drivers for Organisation for the future? Importance of common vision in exploiting these? (synergies of brand & ‘global network’?)

What else do they see as the potential of a shared vision within the Organisation? Risks and concerns?

Importance of our principles & their impact on Management behaviour, team working, culture?

What is success in their eyes? Their role in that?

How do they reconcile their responsibilities for their part of the business & ‘responsibilities to the wider organisation’? What drives them this way? (Is this likely to change?)


Analyse & Plan

Analyse the feedback.

Common areas of opportunity and concern?

Key levers to emphasise in building commitment to a vision? What should an effective vision encompass?

What will be key in keeping the vision alive? What does CE need to undertake to ensure that happens?

Plan the workshop (and beyond…)

Structure a pair of practical workshops to develop a conclusion which has the commitment of the board.

Draft a maintenance programme to fully exploit and build on the conclusions. (CEO’s role?)

Develop a workshop programme and materials to develop the common vision and best support CEO.

Implied premise:

The ‘vision’ is ultimately a function of the leader(ship) – the workshop merely provides a flying start.


Set Maintenance Processes In Place

Aspirational

Vision

Educational

Cultural

IntellectualCommercial

Procedural




Joint ambitious goals (BHAGs),



Shared core values, common core purposes, fellowship and

culture…

Common processes, economies of scale,


strategies…

Shared intelligence, insight, common

basis of evaluation, portability of people

& ideas…



Belief, commitment, confidence, capability,

…

Meeting structures &operational practice

Measurement, review& corrective action

Building on opportunity& addressing risk

Coaching, challenging & conflict resolution

Reward & recognition(proven success)

Reinforcement & regular communication


S W

O T

Where we are now!

VISION

Co

mm

on

P

roce

sses

…

Example of SWOT Based Visioning

The direction we want to go

To what extent?

How we will get there

Clear

Statements

of

Intent

…

1 2 3 4 5

The personal implications

Supporting behaviours & attitudes

DeliveryPath

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