New 7 creating vision

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

Copyright (c) Ziya G. Boyacigiller
2003, 2004
Main Subject:
How to create vision? Why is
vision important?
Full Steam Ahead!
Ken Blanchard, Jesse Stoner

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.

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!

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.

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.

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)

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)

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)

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.

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.

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.

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.

2003, 2004
Side Bar: Framework for “Thinking About Values”
The Six Value Medals
by Dr. Edward De Bono

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.

Logic & Values
Logic can help you decide how to do
something,
But logic cannot tell you what you
want to do.

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?

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.

Values are what we consider
important, but we may not be
consciously aware of
them.

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?

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…

The Overall Value…
…is as strong as
the weakest value.
Example: Something that pleases
customers, is profitable, but upsets
governments…
Secure Cell Phone
Communication

When is Value Scanning
Essential
 Choice of Ideas
 Allocation of Resources
 Timing
 Cost-Cutting
 Design
 Strategy and Plans
 Disputes

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.

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.

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.

Six Value Medals
Framework…
…is for directing our attention to
different sorts of values when we are
assessing values.

Can you find the perfect star?

Types of Values
Value implies a positive impact.
However, values can have negative
impact. These, we will name “negative
values”.

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.

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?

Gold Medal Values
 Health
 Shelter
 Respect
 Human rights
 Recognition
 Appreciation
 Trust
 Reassurance
 Sense of achievement
 Simple human warmth
 Dignity

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.

Silver Medal Values
 Those things that help the organization
to fulfill its mission
 Profits, votes, publicity, cups won, etc.
 Cost control, productivity, communication,
etc.

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?

Steel Medal Values
 Quality of product or service
 Customer values, expectations
met
 good quality
 Improvement

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.

Glass Medal Values
 These values arise from change.
 Evolutionary change
 Change resulting from pressure
 Creative change

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.

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

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.

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

Value Map
GOLD
STEEL
WOODGLASSBRASS
SILVER
4
1
-413
-2
4=strong; 3=sound; 2=weak; 1=remote value

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

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)

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)

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. ...

Vision versus Goals
 Vision provides continued guidance,
goals are focused on specific
achievements (NASA)
 “What is next?”

2003, 2004
Vision Defined:
Vision is knowing who you are,
where you’re going, and what will
guide your journey.

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

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.

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.

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.

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.

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

A Vision Statement should:
 Describes the future
 Compelling (benefits for followers)
 Do-able
 Focused
 Flexible
 Easy to communicate
(From “Realizing Change CD, P.Kottler)

New 7 creating vision

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