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New 7 creating vision

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New 7 creating vision

  1. 1. On Creating Vision Ziya G. Boyacigiller This presentation was created and given by Ziya Boyacigiller who was leading Angel Investor and a loved mentor to many young entrepreneurs in Turkey. We have shared it on the web for everyone’s benefit. It is free to use but please cite Ziya Boyacigiller as the source when you use any part of this presentation. For more about Ziya Boyacigiller’s contributions to the start-up Ecosystem of Turkey, please go to www.ziyaboyacigiller.com
  2. 2. Copyright (c) Ziya G. Boyacigiller 2003, 2004 Main Subject: How to create vision? Why is vision important? Full Steam Ahead! Ken Blanchard, Jesse Stoner
  3. 3. Copyright (c) Ziya G. Boyacigiller 2003, 2004 But we don’t have the resources… 1. NO business has all the resources it needs, unless it is being mismanaged. You should want to pick and choose from a list of alternatives. 2. Start-ups, especially, ARE resource limited organizations. The reason they succeed is because they FOCUS. 3. Problem is often caused by not having a clear focus, matching plans to resources so you can win.
  4. 4. Copyright (c) Ziya G. Boyacigiller 2003, 2004 Side Bar: How do you fit rocks, pebbles, sand, and water in a fish-bowl? 1. Start with rocks (most important work), 2. Fill pebbles between rocks, 3. Fill sand between pebbles and rocks, 4. Pour in water (least important work), which will fill the space in between. Lesson Learned: If you start with water, then add sand, then pebbles, you won’t be able to fit in the rocks! Lesson Learned: If you start with water, then add sand, then pebbles, you won’t be able to fit in the rocks!
  5. 5. Copyright (c) Ziya G. Boyacigiller 2003, 2004 Reactive Organization?  “…everyone knows what to do…”  “…fully powered, moving ahead as fast as possible…” Full Steam Ahead! needs having clear vision – being so clear about your purpose, so committed to it, and so sure about your ability to accomplish it, that you move ahead despite any obstacles and as fast as anyone can.
  6. 6. Copyright (c) Ziya G. Boyacigiller 2003, 2004 What happens when vision is clear and shared:  People have the power to make important decisions on their own.  Everyone assumes responsibility and accountability for their own actions.  They take charge (proactive) rather than waiting (passive or reactive).  They find a way (creativity)  Everyone rows in the same direction.  Everyone finds a place for them to fit in the larger whole.
  7. 7. Copyright (c) Ziya G. Boyacigiller 2003, 2004 To Create Compelling Vision need: Purpose  Without purpose, visions are not compelling enough…  Purpose defines  “what business we are really in”,  what we are here for,  why we exist  Explain “Why we?”  A good purpose should “serve a greater good” (Merck)
  8. 8. Copyright (c) Ziya G. Boyacigiller 2003, 2004 Game Theory (John Nash) A. People do what is good for themselves. B. And, people do what is good for them collectively. Start-ups will not work right, unless people are doing “B”, even at the expense of “A” occasionally… (i.e. politics is bad for a start-up)
  9. 9. Copyright (c) Ziya G. Boyacigiller 2003, 2004 Summary of Purpose:  Purpose is your organization’s reason for existence.  It answers the question “Why?” rather than just explaining what you do.  It clarifies – from your customer’s viewpoint – what business you are really in.  Great organizations have a deep and noble sense of purpose – a significant purpose – that inspires excitement and commitment. (stone cutters versus accountants)  The words are not as important as their meaning to your people (Ford)
  10. 10. Copyright (c) Ziya G. Boyacigiller 2003, 2004 To Create Compelling Vision need: Values Values are deeply held beliefs that certain qualities are desirable. They define what is right or fundamentally important to each of us. Values provide guidelines for our choices and actions – affect how we make decisions.
  11. 11. Copyright (c) Ziya G. Boyacigiller 2003, 2004 From www.Merck.com : Merck & Co., Inc. is a leading research-driven pharmaceutical products and services company. Merck discovers, develops, manufactures and markets a broad range of innovative products to improve human and animal health, directly and through its joint ventures. OUR MISSION The mission of Merck is to provide society with superior products and services by developing innovations and solutions that improve the quality of life and satisfy customer needs, and to provide employees with meaningful work and advancement opportunities, and investors with a superior rate of return.
  12. 12. Copyright (c) Ziya G. Boyacigiller 2003, 2004 OUR VALUES (www.merck.com continued) 1. Our business is preserving and improving human life. All of our actions must be measured by our success in achieving this goal. We value, above all, our ability to serve everyone who can benefit from the appropriate use of our products and services, thereby providing lasting consumer satisfaction. 2. We are committed to the highest standards of ethics and integrity. 3. We are dedicated to the highest level of scientific excellence and commit our research to improving human and animal health and the quality of life. 4. We expect profits, but only from work that satisfies customer needs and benefits humanity. 5. We recognize that the ability to excel -- to most competitively meet society's and customers' needs -- depends on the integrity, knowledge, imagination, skill, diversity and teamwork of our employees, and we value these qualities most highly.
  13. 13. Copyright (c) Ziya G. Boyacigiller 2003, 2004 Summary of Values:  Values provide broad guidelines on how you should proceed as you pursue your purpose.  “What do I want to live by?” and “How?”  They need to be clearly described so you know exactly the behaviors that demonstrate that the value is being lived. Clear values create commitment and are unifying.  They need to be consistently acted on, or they are only “good intentions”  People’s personal values need to be in line with the values of the organization. (boss, coworkers)  Values should support purpose.
  14. 14. Copyright (c) Ziya G. Boyacigiller 2003, 2004 Side Bar: Framework for “Thinking About Values” The Six Value Medals by Dr. Edward De Bono
  15. 15. Copyright (c) Ziya G. Boyacigiller 2003, 2004 Frameworks Help Us Think The “Six Value Medals” framework will show you how to  identify,  score, and  map your values, providing an essential tool for decision making in all aspects of your life, including in business.
  16. 16. Copyright (c) Ziya G. Boyacigiller 2003, 2004 Logic & Values Logic can help you decide how to do something, But logic cannot tell you what you want to do.
  17. 17. Copyright (c) Ziya G. Boyacigiller 2003, 2004 Two Common Situations Requiring Us to Make Decisions 1. Decide whether to do something, or stay put Example: Should I start a company, or not? 2. A choice between alternatives, or do nothing Example: Should I start an IT company or a restaurant?
  18. 18. Copyright (c) Ziya G. Boyacigiller 2003, 2004 Every decision we make involves values.  If values affect all our thinking then it makes sense to do a “value scan” and to identify the values we use for decisions.
  19. 19. Copyright (c) Ziya G. Boyacigiller 2003, 2004 Values are what we consider important, but we may not be consciously aware of them.
  20. 20. Copyright (c) Ziya G. Boyacigiller 2003, 2004 Decisions Require Us to Assess Certain Type of Values  Will this project be profitable?  How will this project impact existing operations?  What will customers perceive as value?  How will this project affect the environment?  How will this affect my happiness?  How will this affect my family?  How will this affect my finances?
  21. 21. Copyright (c) Ziya G. Boyacigiller 2003, 2004 How Values Affect Decisions  Should I start a business?  If there is no value… Example: Customers will not pay for service…  If value is negative… Example: Business is bad for environment…  If a high value in one area, and weak value in others… Example: Business is very profitable but bad for environment…
  22. 22. Copyright (c) Ziya G. Boyacigiller 2003, 2004 The Overall Value… …is as strong as the weakest value. Example: Something that pleases customers, is profitable, but upsets governments… Secure Cell Phone Communication
  23. 23. Copyright (c) Ziya G. Boyacigiller 2003, 2004 When is Value Scanning Essential  Choice of Ideas  Allocation of Resources  Timing  Cost-Cutting  Design  Strategy and Plans  Disputes
  24. 24. Copyright (c) Ziya G. Boyacigiller 2003, 2004 And for Startups… The design of any new business is a total exercise in value scanning.  What are the values being offered to potential customers?  What are the business values?  How profitable do we want this business to be?  Do we want short term or long term success?  Who do we want to work with?  etc. etc.
  25. 25. Copyright (c) Ziya G. Boyacigiller 2003, 2004 Perception & Values Some people make the mistake of believing that we see things objectively first, and then apply our values. Unfortunately, it is not like that. Values determine our perception, whether or not we are conscious of those values, and then what we see tends to support that perception.
  26. 26. Copyright (c) Ziya G. Boyacigiller 2003, 2004 Need for Value Scan A perception is an unconscious decision about how we see the world around us. Because it is unconscious, we have no control over our perception unless we make the driving-values visible. Example: Explain why you find someone attractive – why you like someone.
  27. 27. Copyright (c) Ziya G. Boyacigiller 2003, 2004 Six Value Medals Framework… …is for directing our attention to different sorts of values when we are assessing values.
  28. 28. Copyright (c) Ziya G. Boyacigiller 2003, 2004 Can you find the perfect star?
  29. 29. Copyright (c) Ziya G. Boyacigiller 2003, 2004 Can you find the perfect star?
  30. 30. Copyright (c) Ziya G. Boyacigiller 2003, 2004 Types of Values Value implies a positive impact. However, values can have negative impact. These, we will name “negative values”.
  31. 31. Copyright (c) Ziya G. Boyacigiller 2003, 2004 Benefits of Frameworks: 1. Frameworks allow us to direct attention at will. Frameworks allow us to ask others to direct their attention in a certain way. Attention no longer drifts randomly. Attention is no longer pulled by items which seem interesting – at the expense of those items which are less interesting at first but, in the end, much more important. 2. Frameworks allow us to give “names” to things so that we can look for them, look at them, and notice them.
  32. 32. Copyright (c) Ziya G. Boyacigiller 2003, 2004 Six Medals: Gold Medal This medal deals with human values, the values that affect people. Gold is a superior material and human values are the most important values of all. Ask: What are the human values here?
  33. 33. Copyright (c) Ziya G. Boyacigiller 2003, 2004 Gold Medal Values  Health  Shelter  Respect  Human rights  Recognition  Appreciation  Trust  Reassurance  Sense of achievement  Simple human warmth  Dignity
  34. 34. Copyright (c) Ziya G. Boyacigiller 2003, 2004 Six Medals: Silver Medal This medal focuses directly on organizational values. That means values related to the purpose of the organization (in business this would be profitability). Silver is associated with money. There are also the values involved in the actual running of the organization, such as cost control. The organization may also be a family, group of friends, or social club.
  35. 35. Copyright (c) Ziya G. Boyacigiller 2003, 2004 Silver Medal Values  Those things that help the organization to fulfill its mission  Profits, votes, publicity, cups won, etc.  Cost control, productivity, communication, etc.
  36. 36. Copyright (c) Ziya G. Boyacigiller 2003, 2004 Six Medals: Steel Medal These are the quality values. Steel should be strong. The values are in the intended direction. What are the values of the product, service, or function in terms of what it is trying to do? If it is tea, is it good quality tea?
  37. 37. Copyright (c) Ziya G. Boyacigiller 2003, 2004 Steel Medal Values  Quality of product or service  Customer values, expectations met  good quality  Improvement
  38. 38. Copyright (c) Ziya G. Boyacigiller 2003, 2004 Six Medals: Glass Medal This medal covers a number of associated values: innovation, simplicity and creativity. Glass is a very simple material originating in sand. But with glass you can use your creativity to do a lot of things.
  39. 39. Copyright (c) Ziya G. Boyacigiller 2003, 2004 Glass Medal Values  These values arise from change.  Evolutionary change  Change resulting from pressure  Creative change
  40. 40. Copyright (c) Ziya G. Boyacigiller 2003, 2004 Six Medals: Wood Medal These are the environmental values in the broadest sense. What are the impact values on the environment, on the community, on others? The values relate to those things and people not directly involved.
  41. 41. Copyright (c) Ziya G. Boyacigiller 2003, 2004 Wood Medal Values  Selfish and self-centered imply that you are concerned with only your own interests – wood medal values are exactly the opposites.  Impact of your actions on third parties not directly involved.  Local effect – polluting a river  Global effect – CO2 emissions  Social impact/Cultural impact
  42. 42. Copyright (c) Ziya G. Boyacigiller 2003, 2004 Six Medals: Brass Medal This medal deals explicitly with perceptual values. How does this appear? How might it be seen? Perception is real even when it is not reality. Brass looks like gold.
  43. 43. Copyright (c) Ziya G. Boyacigiller 2003, 2004 Brass Medal Values  Perceptions of other  True world may be different from the world of perceptions  Use of contraceptives as perceived by church, HIV prevention/doctors, unwanted pregnancies/young people
  44. 44. Copyright (c) Ziya G. Boyacigiller 2003, 2004 Value Map GOLD STEEL WOODGLASSBRASS SILVER 4 1 -413 -2 4=strong; 3=sound; 2=weak; 1=remote value
  45. 45. Copyright (c) Ziya G. Boyacigiller 2003, 2004 Values can define the business…  Chevy’s Mexican Restaurant’s values clarify what the employees need to do (tortilla envelopes)  Disney’s values – courtesy & safety (or rather safety first) sets priorities
  46. 46. Copyright (c) Ziya G. Boyacigiller 2003, 2004 To Create Compelling Vision need: Picture of the Future  Vision is also about going somewhere (man on the moon)  How Soviets ruled over the 1976 Olympics…  Why a picture is so powerful (how the brain works and On the Sweet Spot)
  47. 47. Copyright (c) Ziya G. Boyacigiller 2003, 2004 Summary of Picture of the Future:  Paint in words a detailed description of the end result, a picture of the future.  The power of picture works when you focus on what you want to create not what you want to get rid of.  The power of picture works when you focus on the end result, not the process to achieve it. (empowerment)
  48. 48. Copyright (c) Ziya G. Boyacigiller 2003, 2004 ML King speech… I have a dream that one day on the red hills of Georgia the sons of former slaves and the sons of former slave owners will be able to sit down together at the table of brotherhood. ...I have a dream that my four little children will one day live in a nation where they will not be judged by the color of their skin but by the -content of their character. ...I have a dream that one day the state of Alabama. ..will be transformed into a situation where little black boys and girls will be able to join hands with little white boys and girls and walk together as sisters and brothers. ...
  49. 49. Copyright (c) Ziya G. Boyacigiller 2003, 2004 Vision versus Goals  Vision provides continued guidance, goals are focused on specific achievements (NASA)  “What is next?”
  50. 50. Copyright (c) Ziya G. Boyacigiller 2003, 2004 Vision Defined: Vision is knowing who you are, where you’re going, and what will guide your journey.
  51. 51. Copyright (c) Ziya G. Boyacigiller 2003, 2004 TESTS OF A COMPELLING VISION  Helps us understand what business we're really in  Provides guidelines that help us make daily decisions  Provides a picture of the desired future that we can actually see  Is enduring  Is about being "great"-not solely about beating the competition  Is inspiring-not expressed solely in numbers,  Touches the hearts and spirits of everyone  Helps each person see how he or she can contribute
  52. 52. Copyright (c) Ziya G. Boyacigiller 2003, 2004 Are we missing anything?  When developing vision, keep on questioning  Visions can develop over time  Vision is about the present Learn from the past, plan for the future, and live in the present. In short  Start living your vision now.
  53. 53. Copyright (c) Ziya G. Boyacigiller 2003, 2004 How to find values:  Obituary (Nobel)  Memorial service  Creating you (or your child)  For your organization, ask what is important to us so we realize our vision and force list of values to top 3-5.
  54. 54. Copyright (c) Ziya G. Boyacigiller 2003, 2004 For Vision to become Reality:  It is important:  How it is created (process of creating it)  How it is communicated (keep talking, stories)  How it is lived (courage of commitment, take a step (B.Sher), always focus on your vision) As the leader of your company, your job is to help articulate the vision, to champion the vision, but not to “own” the vision. Everyone in the company must own the vision. Otherwise it is your vision, and not a shared vision.
  55. 55. Copyright (c) Ziya G. Boyacigiller 2003, 2004 2- Change the world to be a better place for those who will follow us. Vision is about more than just you: 1- Do no harm.
  56. 56. Copyright (c) Ziya G. Boyacigiller 2003, 2004 Whatever you can do, or dream you can, begin it. Boldness has genius, power, and magic in it. - GOETHE A journey of ten thousand miles, starts with a single step. -CHINEESE PROVERB
  57. 57. Copyright (c) Ziya G. Boyacigiller 2003, 2004 A Vision Statement should:  Describes the future  Compelling (benefits for followers)  Do-able  Focused  Flexible  Easy to communicate (From “Realizing Change CD, P.Kottler)

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