Visions, Missions and Plans: Oh My!
Ann Kovalchick | 10 July 2012
• Discuss concepts, terminology, characteristic,
and examples
• Table work
• Record a snapshot of IT’s current context
(Mi...
The IT organization
… have you gone through
a strategic planning
process?
… can you state the
mission and vision?
… do you...
MISSION OR VISION?
A Vision Statement
A description of the organization’s desired future state. An organizational vision
s...
JimTweedy'sFriendlyDoggies
MISSION
VISION
MISSION
Key Questions
 What do we do?
 How do we do it?
 For whom do we do it?
Characteristics
 Current – “now” orient...
MISSION: VIACOM
Viacom's goal is to be the world’s
leading, branded entertainment
company across television, motion
pictur...
MISSION: Merrill Lynch
Merrill Lynch has
positioned itself to
be the preeminent
global financial
management and
advisory
c...
MISSION: H & R Block, StumbleUpon
To help our clients achieve
their financial objectives by
serving as their tax and
finan...
© 1996-2009
CONTEXT MAP
CUSTOMER NEEDS
• Customer Need
• Customer Need
• Customer Need
• Customer Need
• Customer Need
• C...
© 1996-2009
CONTEXT MAP: Outsourcing e-mail to an external provider
CUSTOMER NEEDS
• Customer Need
• Customer Need
• Custo...
THE VISION THING
@MISSION Followed
by Vision and others …
Promoted • Follow
The Problem of Alignment
Does your project
have a Vision?
Does your institution
have a Vision?
Does your IT org
have a Vision?
Does your
Functional...
THE VISION THING
Key Characteristics
 Set’s a desirable goal. It describes an outcome, the best
outcome we can achieve. I...
WHOSE VISION IS IT?
(a) Burger King
(b) McDonald’s
(c) Wendy’s
elements of a vision:
Sets a desirable goal & describes an ...
WHOSE VISION IS IT?
“Our vision is to be
earth's most customer
centric company; to build
a place where people can
come to ...
WHOSE VISION IS IT?
"Helping People
Around the
World Eat and
Live Better.”
(a) Kraft Foods
(b) Whole Foods
(c) Heifer Inte...
WHAT IS THE ROLE OF VISION?
"Effective leaders help others to understand
the necessity of change and to accept a
common vi...
WHAT IS THE ROLE OF VISION?
“There is nothing more difficult to take in
hand, more perilous to conduct, or more
uncertain ...
© 1996-2009
IN THE MOVIES: Outsourcing e-mail to an external provider
STORYLINE &
THEMES
MEMORABLE
LINES
MOVIE MARQUEE
POS...
 Context 1: Trustee of small, wealthy private liberal
arts college is pushing the President; strong IT unit
 Context 2: ...
Plans
“In preparing for battle I have always found
that plans are useless, but planning is
indispensable.”
― Dwight D. Eis...
Stategery or Strategic Dynamism?
στρατηγία = “stratos”(army) and “agos” (leading/guiding), stragegos, “the art of
the gene...
Strategic Planning
1. Where are we now? (The Situation)
2. How did we get there? (Our Momentum)
3. Where are we going? (Th...
© 1996-2009
Group Exercise: FIVE BOLD STEPS
BOLD STEPS
Bold Step
VALUES
VISION
THEME
Bold Step
Bold Step
Bold Step
Bold St...
Creating, Capturing and Communicating
GETTING INPUT:
Organizational structure v Representational structure
Community struc...
“Life is what happens to you while you're busy making other plans.”
― John Lennon
THANK YOU
Mission, Vision and Plans, Oh My!
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Mission, Vision and Plans, Oh My!

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Delivered to the EDUCAUSE Leadership Institute, July 2012

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  • Its about leading changeMapping the routeMission and vision prevent you from wandering in the desert
  • Strategic planning is a tool to manage change
  • Vision follows mission
  • A creative act that needs ot be anchored in reality to be beleiavble
  • Alignment based
  • Mission, Vision and Plans, Oh My!

    1. 1. Visions, Missions and Plans: Oh My! Ann Kovalchick | 10 July 2012
    2. 2. • Discuss concepts, terminology, characteristic, and examples • Table work • Record a snapshot of IT’s current context (Mission) • Brainstorm what success looks like for a particular issue (Vision) • Focus attention on action steps (Plan) Goal: Learn to build and execute effective institutional processes that support an IT vision, mission and strategic thinking FORMAT Objective: 1. Discern institutional conditions and processes for use in leveraging an IT vision, mission and strategic plan. 2. Reflect on opportunities to design tactical and strategic approaches to achieve IT goals.
    3. 3. The IT organization … have you gone through a strategic planning process? … can you state the mission and vision? … do you know how your your day-to day-work ties to your strategic plan?
    4. 4. MISSION OR VISION? A Vision Statement A description of the organization’s desired future state. An organizational vision statement is internally focused: It projects the future in terms of the program, budget or staff size, answering the question “Where do we want to be?” Some organizations also adopt societal vision statements, articulating the desired influence of their work on their target community or constituency. This type of vision statement answers the question “What is the impact of our work?” A Mission Statement A brief expression of the organization’s purpose. It should answer the questions “Why do we exist?” and “What, at the most basic level, do we do?” Ten Keys to Successful Strategic Planning for Non-Profits and Foundations. Richard A. Mittenthal, TCC Group
    5. 5. JimTweedy'sFriendlyDoggies MISSION VISION
    6. 6. MISSION Key Questions  What do we do?  How do we do it?  For whom do we do it? Characteristics  Current – “now” oriented  Defines a scope/market  Realistic  Clear & Succinct  Memorable
    7. 7. MISSION: VIACOM Viacom's goal is to be the world’s leading, branded entertainment company across television, motion pictures and digital media platforms. We focus on our consumers, enhancing our existing brands, developing new brands and executing on our multiplatform strategy to reach this objective and sustain growth. By capitalizing on our creative strengths and deepening our relationships with audiences, advertisers, distribution affiliates, talent and licensees, Viacom is positioned to achieve continued or greater global success  Current  Defines a scope/market  Realistic  Clear & Succinct  Memorable X
    8. 8. MISSION: Merrill Lynch Merrill Lynch has positioned itself to be the preeminent global financial management and advisory company.  Current  Defines a scope/market  Realistic  Clear & Succinct  Memorable X X X X
    9. 9. MISSION: H & R Block, StumbleUpon To help our clients achieve their financial objectives by serving as their tax and financial partner.  Current  Defines a scope/market  Realistic  Clear & Succinct  Memorable X X X  Current  Defines a scope/market  Realistic  Clear & Succinct  Memorable X StumbleUpon helps you discover and share great websites. X X X X X
    10. 10. © 1996-2009 CONTEXT MAP CUSTOMER NEEDS • Customer Need • Customer Need • Customer Need • Customer Need • Customer Need • Customer Need • Uncertainties • Uncertainties • Uncertainties • Uncertainties UNCERTAINTIES • Customer Need • Customer Need • Customer Need • Customer Need • Customer Need • Customer Need • Technology Factors • Technology Factors • Technology Factors • Technology Factors • Economic Factors • Economic Factors • Economic Factors • Economic Factors • Economic Factors • Political Factors • Political Factor • Political Factors • Political Factors • Political Factors POLITICAL FACTORS ECONOMIC CLIMATE Identify a system’s level snapshot of Its organizational environment Table Exercise
    11. 11. © 1996-2009 CONTEXT MAP: Outsourcing e-mail to an external provider CUSTOMER NEEDS • Customer Need • Customer Need • Customer Need • Customer Need • Customer Need • Customer Need • Uncertainties • Uncertainties • Uncertainties • Uncertainties UNCERTAINTIES • Customer Need • Customer Need • Customer Need • Customer Need • Customer Need • Customer Need • Technology Factors • Technology Factors • Technology Factors • Technology Factors • Economic Factors • Economic Factors • Economic Factors • Economic Factors • Economic Factors • Political Factors • Political Factor • Political Factors • Political Factors • Political Factors POLITICAL FACTORS ECONOMIC CLIMATE Identify a system’s level snapshot of Its organizational environment Context 1: Trustee of small, wealthy private liberal arts college is pushing the President; strong IT unit Context 2: Large public university facing budget cuts; IT driving this; heavily unionized Context 3: Community College, President and students advocating; IT in midst of ERP go-liveTable Exercise
    12. 12. THE VISION THING @MISSION Followed by Vision and others … Promoted • Follow
    13. 13. The Problem of Alignment
    14. 14. Does your project have a Vision? Does your institution have a Vision? Does your IT org have a Vision? Does your Functional Team have a Vision? NO Can you use it? Can you use it? YES NO NO Can you use it? YES Use it Use it Use it YES NO NO NO Create a VISION
    15. 15. THE VISION THING Key Characteristics  Set’s a desirable goal. It describes an outcome, the best outcome we can achieve. It does not confuse vision with the business goal and objectives for a particular period of time  Inspirational, aspiration & challenging  States the organization’s purpose; aligns with organizational values and culture  Future focused  Brevity & Clarity  It evokes emotion and helps  build a picture in  people’s minds JessicaHagy:thisisindexed.com
    16. 16. WHOSE VISION IS IT? (a) Burger King (b) McDonald’s (c) Wendy’s elements of a vision: Sets a desirable goal & describes an outcome ”(Company) vision is to be the world's best quick service restaurant experience. Being the best means providing outstanding quality, service, cleanliness, and value, so that we make every customer in every restaurant smile."
    17. 17. WHOSE VISION IS IT? “Our vision is to be earth's most customer centric company; to build a place where people can come to find and discover anything they might want to buy online” (a) Etsy.com (b) eBay (c) Amazon elements of a vision: Inspirational, aspirational,
    18. 18. WHOSE VISION IS IT? "Helping People Around the World Eat and Live Better.” (a) Kraft Foods (b) Whole Foods (c) Heifer International elements of a vision: Brevity & Clarity
    19. 19. WHAT IS THE ROLE OF VISION? "Effective leaders help others to understand the necessity of change and to accept a common vision of the desired outcome.” John Kottar  A vision is a catalyst  A vision aligns  A vision facilitates  A vision energizes  A vision reflects values
    20. 20. WHAT IS THE ROLE OF VISION? “There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things. For the reformer has enemies in all those who profit by the old order, and only lukewarm defenders in all those who would profit by the new order, this lukewarmness arising partly from fear of their adversaries … and partly from the incredulity of mankind, who do not truly believe in anything new until they have had actual experience of it.” Niccolo Machiavelli
    21. 21. © 1996-2009 IN THE MOVIES: Outsourcing e-mail to an external provider STORYLINE & THEMES MEMORABLE LINES MOVIE MARQUEE POSTER TRAILER STORYBOARD SKETCHES (insert clip art or other image) (insert clip art or other images above) • Storyline • Storyline • Theme • Cast: • Crew: • Line • Line • Line • Review • Review • Review MOVIE NAME Table Exercise
    22. 22.  Context 1: Trustee of small, wealthy private liberal arts college is pushing the President; strong IT unit  Context 2: Large public university facing budget cuts; IT driving this; heavily unionized  Context 3: Community College, President and students advocating; IT in midst of ERP go-live Outsourcing e-mail to an external provider
    23. 23. Plans “In preparing for battle I have always found that plans are useless, but planning is indispensable.” ― Dwight D. Eisenhower “Plans are of little importance, but planning is essential.” ― Winston Churchill
    24. 24. Stategery or Strategic Dynamism? στρατηγία = “stratos”(army) and “agos” (leading/guiding), stragegos, “the art of the general” (τακτικά = derived from the Greek word taktika - fit for arranging) (1) defining the situation, (2) detailing your concerns and objectives, those of your principal antagonist(s)/competitor(s), and those of other important players, (3) identifying and analyzing options that might be pursued, in terms of such factors as costs, risks, and probabilities of success, (4) options selection and alternatives analysis in the light of potential frictions, (5) reoptimization in light of changing events, (6) evaluation of the option in terms of its success in achieving desired results, and finally, (7) option modification or replacement. Thinking Strategically
    25. 25. Strategic Planning 1. Where are we now? (The Situation) 2. How did we get there? (Our Momentum) 3. Where are we going? (The Direction) 4. Where should we be going? (Desired Direction) 5. How will we get there? (The Strategic Plan) 1. Drake University (organic) 2. Tulane University (Issues - based) 3. Univ. of Virginia (scenario – based) 4. Alignment-based Five Stages Four Models
    26. 26. © 1996-2009 Group Exercise: FIVE BOLD STEPS BOLD STEPS Bold Step VALUES VISION THEME Bold Step Bold Step Bold Step Bold Step VISION THEME VISION THEME VISION THEME VISION THEME VISION THEME VISION VISION/ PURPOSE• Supporting Ideas • Supporting Ideas • Supporting Ideas • Supports • Supports • Supports • Challenge • Challenge • Challenge • Value • Value • Value • Value • Value • Value • Supporting Ideas • Supporting Ideas • Supporting Ideas • Supporting Ideas • Supporting Ideas • Supporting Ideas • Supporting Ideas • Supporting Ideas • Supporting Ideas • Supporting Ideas • Supporting Ideas • Supporting Ideas • Supporting Ideas • Supporting Ideas • Supporting Ideas
    27. 27. Creating, Capturing and Communicating GETTING INPUT: Organizational structure v Representational structure Community structure •Decision-making •Influencers •Innovators •Standard-bearers •Implementers and executers Number of participants Length of time Capturing the content Preparing your audience Selecting readings Facilitating the sessions Statement of the problem The purpose of the sessions The questions you have Summary EDUCAUSE Leadership Institute
    28. 28. “Life is what happens to you while you're busy making other plans.” ― John Lennon
    29. 29. THANK YOU

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