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Two Main Functions of Your Vision
Your vision performs both a directional and a motivational function.
The purpose of your...
Why Vision?
Concept 1: The seed
Why Vision?
Concept 2: Michelangelo
“The statue was in the
stone. All I did was
remove the unnecessary
pieces”
• Clear and Concise
• Exciting and
Inspiring
• Implementable
and tangible
Why Vision?
Concept : V+A
V - A = ?
A - V = ?
V + A = ?
… is merely a dream
… just passes time
… can change the
World!!!
“The best way to
predict the future
is to create it”
Milt McClaren
In order to enjoy enduring success your company’s core values and
purpose remain the fixed even though business strategies...
Recently, vision has become one of the
most overused and least understood
words in the language.
ENVISIONED FUTURE
 10-30 YEAR Big
Audacious Goals
 Vivid Description
CORE IDEOLOGY
 Core Values
 Core Purpose
CORE
VALUES
Part 1
Defining the Core Ideology of your
organization
Essential and enduring tenets of an
organization
Timele...
James Collin and Jerry Porras recommend in an
issue of the Harvard Business Review to use a:
Imagine that you’ve been asked to recreate the very best attributes
of your organization on another planet but you have se...
Other Core Values
• Honesty… Individual & Organizational
• Truthfulness... Individual & Management
• Trust
• Giving Credit...
• These eight values are the
distillation of a study begun in
1972 on organisational values &
attitudes of 17 million
empl...
Do not make the mistake of simply describing
the company’s product lines or customer
segments
The core purpose of the comp...
CORE
PURPOSE
Part 2
Defining the Core Purpose of your
organization
Core purpose is the organization’s
reason for being
It ...
Examples of effective statements of
Purpose
To solve unsolved problems innovatively
To experience the emotion of
competiti...
The best and most
dedicated people are
ultimately volunteers,
for they have the
opportunity to do
something else with
thei...
You discover core ideology by looking
inside. It has to be authentic.
You can’t fake it!
Part 3
What is your organisation’s envisioned
future?
The envisioned future consists of
two components
A 10-30 year
audaci...
The basic dynamic of visionary
companies is to “preserve the
core” and “stimulate progress”.
Pursuing growth
WHILE
Improving the core business
In difficult economic times and fierce
global competition, leaders must
innovate to fuel strategic growth while
at the sam...
The difference between and
Leadership is setting
a new direction or
vision for a group
that they follow, ie:
a leader is t...
Your Personal Mission
Statement
and Strategic Vision
• You should be able to know who you
are, what you do and what your
v...
Your Personal Mission
Statement and Strategic Vision
• With knowledge of why you exist,
you are also more able to create a...
Strategic Planning and Building a Vision
Strategic Planning and Building a Vision
Strategic Planning and Building a Vision
Strategic Planning and Building a Vision
Strategic Planning and Building a Vision
Strategic Planning and Building a Vision
Strategic Planning and Building a Vision
Strategic Planning and Building a Vision
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Strategic Planning and Building a Vision

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It all starts with a Vision.

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Strategic Planning and Building a Vision

  1. 1. Two Main Functions of Your Vision Your vision performs both a directional and a motivational function. The purpose of your coherent vision of a desirable future is to focus you on those things you could do now to bring that future state about
  2. 2. Why Vision? Concept 1: The seed
  3. 3. Why Vision? Concept 2: Michelangelo “The statue was in the stone. All I did was remove the unnecessary pieces”
  4. 4. • Clear and Concise • Exciting and Inspiring • Implementable and tangible
  5. 5. Why Vision? Concept : V+A V - A = ? A - V = ? V + A = ? … is merely a dream … just passes time … can change the World!!!
  6. 6. “The best way to predict the future is to create it” Milt McClaren
  7. 7. In order to enjoy enduring success your company’s core values and purpose remain the fixed even though business strategies and practices change Truly great companies understand the difference between what should NEVER CHANGE and what should be OPEN TO CHANGE
  8. 8. Recently, vision has become one of the most overused and least understood words in the language.
  9. 9. ENVISIONED FUTURE  10-30 YEAR Big Audacious Goals  Vivid Description CORE IDEOLOGY  Core Values  Core Purpose
  10. 10. CORE VALUES Part 1 Defining the Core Ideology of your organization Essential and enduring tenets of an organization Timeless guiding principles There is no universally right set of core values Companies tend to have only a few core values, usually between three and five
  11. 11. James Collin and Jerry Porras recommend in an issue of the Harvard Business Review to use a:
  12. 12. Imagine that you’ve been asked to recreate the very best attributes of your organization on another planet but you have seats on the rocket ship for only five to seven people Whom should you send?
  13. 13. Other Core Values • Honesty… Individual & Organizational • Truthfulness... Individual & Management • Trust • Giving Credit • Putting the interests of other first • Mentoring… Individual & Management • Openness to New Ideas • Encouragement to take Risks
  14. 14. • These eight values are the distillation of a study begun in 1972 on organisational values & attitudes of 17 million employees in 40 Countries around the world The research encompassed 32 standard Industrial Coded (SIC) Areas. These eight values were identified as important to all cultures.
  15. 15. Do not make the mistake of simply describing the company’s product lines or customer segments The core purpose of the company is like a guiding star on the horizon; forever pursued but never reached One powerful method of getting at he purpose is the FIVE WHYS We make XYZ products or deliver XYZ services. Why is that important? Ask that question 5 times!
  16. 16. CORE PURPOSE Part 2 Defining the Core Purpose of your organization Core purpose is the organization’s reason for being It reflects people’s motivations for doing the company’s work The Purpose should not be confused with specific goals or business strategies The purpose is ideally defined for a 100 years and within that period it does NOT change
  17. 17. Examples of effective statements of Purpose To solve unsolved problems innovatively To experience the emotion of competition, winning and crushing competitors To give ordinary folk the chance to buy the same things as rich people To make people happy
  18. 18. The best and most dedicated people are ultimately volunteers, for they have the opportunity to do something else with their lives - Peter F. Drucker
  19. 19. You discover core ideology by looking inside. It has to be authentic. You can’t fake it!
  20. 20. Part 3 What is your organisation’s envisioned future? The envisioned future consists of two components A 10-30 year audacious goal A vivid description (vibrant, engaging and specific) of what it will be like to achieve the goal
  21. 21. The basic dynamic of visionary companies is to “preserve the core” and “stimulate progress”.
  22. 22. Pursuing growth WHILE Improving the core business
  23. 23. In difficult economic times and fierce global competition, leaders must innovate to fuel strategic growth while at the same time protect and nurture the company’s core business to stay relevant in existing markets.
  24. 24. The difference between and Leadership is setting a new direction or vision for a group that they follow, ie: a leader is the spearhead for that new direction. Management controls or directs people/resources in a group according to principles or values that have already been established.
  25. 25. Your Personal Mission Statement and Strategic Vision • You should be able to know who you are, what you do and what your vision for your life is. Having your own Mission Statement and Strategic Vision that is written down gives you a powerful focus in your life. • Your personal Mission Statement helps you understand why you exist. With this knowledge you are able to succeed because you know what you do and concentrate on that focus.
  26. 26. Your Personal Mission Statement and Strategic Vision • With knowledge of why you exist, you are also more able to create a strong strategic vision which allows you to know where you are going and what your goals are. • When you create your Mission Statement and Strategic Vision, don't make them sound like they could be statements for anyone. They should sound like you.

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