MGT581 Envisioning the Future

David A. JarvisSalve Regina University, MGT581 Business Foresight & Futuring, June 4-7, 2012Envisioning the FuturePreferred Futures and Visions

Envisioning the Future – Jarvis – MGT581 Business Foresight & Futuring, June 4-7, 2012 “There is no more powerful engine driving an organization towards excellence and long-range success than an attractive, worthwhile and achievable vision of the future, widely shared.” - Burt Nanus, Visionary Leadership 2

Envisioning the Future – Jarvis – MGT581 Business Foresight & Futuring, June 4-7, 2012“For the eyes of the world “I have a dream that my “(Disneyland) will be now look into space, to four children will one day filled with the the moon and to the live in a nation where they accomplishments, the planets beyond, and we will not be judged by the joys and hopes of thehave vowed that we shall color of their skin but by world we live it. And it not see it governed by a the content of their will remind us and show hostile flag of conquest, character.” us how to make those but by a banner of wonders part of our own freedom and peace.” lives.” 3

Envisioning the Future – Jarvis – MGT581 Business Foresight & Futuring, June 4-7, 2012What do we want the future to look like? I want a career that We want to be #1 We want to is fulfilling but in our industry and reduce our resource allows me to have provide a sustained use while preserving a full relationship return for our a high quality with my family investors of life An individual A company A country A vision is an expressed statement of a preferred future 4

Envisioning the Future – Jarvis – MGT581 Business Foresight & Futuring, June 4-7, 2012Match the company with the visionstatement… a) Inspiration and innovation to every athlete in the world b) We shape a better world c) Every little helps d) Striving to achieve performance e) Working together for a healthier world f) Saving people money to help them live better g) Making the world work better h) Changing the way we work, live, play and learn 5

Envisioning the Future – Jarvis – MGT581 Business Foresight & Futuring, June 4-7, 2012 “Salve Regina, a Catholic university of distinction, will graduate men and women who positively impact the intellectual, spiritual and cultural life of their respective communities and work for a world that is harmonious, just and merciful.” 6

Envisioning the Future – Jarvis – MGT581 Business Foresight & Futuring, June 4-7, 2012 A good vision must address hopes, dreams & aspirations I believe… I imagine… I desire… 7

Envisioning the Future – Jarvis – MGT581 Business Foresight & Futuring, June 4-7, 2012There are two rules for visions 1 Visions must be shared People must believe they 2 can make it happen “If we can dream it, we can do it.” 8

Envisioning the Future – Jarvis – MGT581 Business Foresight & Futuring, June 4-7, 2012 What the right vision enables for an organization… 1 Attracts commitment and energizes people 2 Creates meaning in the worker’s lives 3 Establishes a standard of excellence 4 Bridges the present and the future A vision is a realistic, credible, attractive, future for your organizationSOURCE: Visionary Leadership, by Burt Nanus, 1992 9

Envisioning the Future – Jarvis – MGT581 Business Foresight & Futuring, June 4-7, 2012 Properties of a transformational vision… Appropriate for the Well articulated and organization and the easily understood times Set standards of Reflect the uniqueness excellence and reflect of the organization high ideals Clarify purpose and Ambitious and expand direction horizons Inspire enthusiasm and encourage commitmentSOURCE: Visionary Leadership, by Burt Nanus, 1992 10

Envisioning the Future – Jarvis – MGT581 Business Foresight & Futuring, June 4-7, 2012 Vision Assessment Matrix Alternatives Criteria #1 #2 #3 #4 Future oriented? Utopian? Appropriate? Reflects high ideals? Clarifies purpose? Inspires enthusiasm? Reflects uniqueness? Ambitious?SOURCE: Visionary Leadership, by Burt Nanus, 1992 11

Envisioning the Future – Jarvis – MGT581 Business Foresight & Futuring, June 4-7, 2012 What a vision is not… 1 A prophesy 4 True or false 2 A mission 5 Static 3 Factual 6 A constraint on actionSOURCE: Visionary Leadership, by Burt Nanus, 1992 12

Envisioning the Future – Jarvis – MGT581 Business Foresight & Futuring, June 4-7, 2012 Kotter’s 8-stage process for leading change 1 2 3 4 Establishing a Form a Creating a Communicating sense of powerful vision the vision urgency guiding coalition 5 6 7 8 Empower Planning for Consolidating Institutionalize others to act on and creating improvements new the vision short term wins and producing approaches more changeSOURCE: John P. Kotter, Leading Change, 1996 13

Envisioning the Future – Jarvis – MGT581 Business Foresight & Futuring, June 4-7, 2012 The 8 stages of developing a preferred future for an organization 1 2 3 4 Review Brainstorm Identify what Identify things organization’s what’s working values and that have an common history and what’s not beliefs should impact or lead be kept to preferred future 5 6 7 8 Create a Translate future Plan for action Create a preferred future visions into structure for vision action goals implementation of planSOURCE: Edward Cornish, Futuring: The Exploration of the Future 14

Envisioning the Future – Jarvis – MGT581 Business Foresight & Futuring, June 4-7, 2012 “…a bunch of guys taking off their ties and coats, going into a motel room for three days, and putting a bunch of friggen’ words on a piece of paper – and then going back to business as usual.” - John Rock, former general manager of Oldsmobile 15

Envisioning the Future – Jarvis – MGT581 Business Foresight & Futuring, June 4-7, 2012 Mark Litpon – Don’t Give Up Your Vision 16

Envisioning the Future – Jarvis – MGT581 Business Foresight & Futuring, June 4-7, 2012 Will your organizational vision… Motivate you to join this organization and continue to motivate you once you are there? Provide a beacon for guiding the kinds of adaptation and change required for continual growth? Describe a future that is more attractive than the present? Challenge you? Serve as the basis to formulate strategy that can be acted on? Serve as a framework to keep decision making in context?SOURCE: “Guiding Growth: How Vision Keeps Companies on Course”, http://hbswk.hbs.edu/archive/3342.html#1 17

Envisioning the Future – Jarvis – MGT581 Business Foresight & Futuring, June 4-7, 2012 How to get from here to there… HERE THERE Dissatisfaction with Highly defined and the status quo preferred future The Abyss “The believing- doing gap” Accept that the Live in the past, Acknowledge process is present and future emotion and imprecise, simultaneously disorientation frustrating and sometimes tediousSOURCE: “Walking the talk (really!): Why visions fail”, Mark Lipton, Ivey Business Journal, Jan/Feb 2004 18

Envisioning the Future – Jarvis – MGT581 Business Foresight & Futuring, June 4-7, 2012 19

Envisioning the Future – Jarvis – MGT581 Business Foresight & Futuring, June 4-7, 2012 EXERCISE Cover Story 20

MGT581 Envisioning the Future

by David Jarvis on Jul 05, 2012

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