Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
On Vision Engineering
Ziya G. Boyacigiller
This presentation was created and given by Ziya
Boyacigiller who was leading An...
Vision - Mission
In Practice
Ziya G. Boyacıgiller
Sabanci Universitesi
Yonetim Bilimleri Fakultesi
The Seven Domains of
Attractive Opportunities
Ziya G. Boyacigiller (c) 2005
EMBA 3
MODIFIED by ZGB, from “The New
Business...
Is the Market Attractive?
Assessment Metrics
 Number of customers in the market,
 Aggregate money spent by these custome...
HOW DO WE PICK OUR
“MARKET”?
Creating a Vision…
Ziya G. Boyacigiller (c) 2005
EMBA 5
Ziya G. Boyacigiller (c) 2005
EMBA 6
Vision…
… paints a mental picture of the
future.
Ziya G. Boyacigiller (c) 2005
EMBA 8
To Create a “Compelling* Vision” you need a
Picture of the Future
Vision is about goi...
Ziya G. Boyacigiller (c) 2005
EMBA 10
ML King speech…
paints a picture of the end-result
I have a dream that one day on th...
Ziya G. Boyacigiller (c) 2005
EMBA 11
How to Activate
the Power of
Visualization
 Paint in words a detailed description o...
Ziya G. Boyacigiller © 2005
Vision versus Goals
 Vision provides continued guidance
(“leader in space exploration”)
 Goa...
Ziya G.
Boyacigiller ©
2005
Vision Defined:
Vision is knowing
who you are, where
you’re going, and
what will guide your
jo...
Ziya G. Boyacigiller (c) 2005
EMBA 14
Vision …
…defines what will happen in the
future, and
how you will fit into that pic...
Smell
Changes
to
find
Opportunities
Change
drives
Opportunities
Ziya G. Boyacigiller (c) 2005
EMBA 17
Vision Engineering:
1. Identify “drivers of change” for the industry.
Economic, soci...
Ziya G. Boyacigiller (c) 2005
EMBA 18
Trends Affecting PC
Industry – Early 1990s
 Economic
 Shift toward service and inf...
Ziya G. Boyacigiller (c) 2005
EMBA 19
Vision Engineering:
1. Identify “drivers of change” for the industry.
Economic, soci...
Ziya G. Boyacigiller (c) 2005
EMBA 20
See Both Sides of a Crisis
THREAT
OPPORTUNITY
YING YANG
Ziya G. Boyacigiller (c) 2005
EMBA 21
U.S. Auto Industry Profit Pool
(Modified from HBR, May 1998, Orit Gadiesh and James ...
Ziya G. Boyacigiller (c) 2005
EMBA 22
How will the all-electric car
affect the value chain?
auto
manufacturing
new car
sal...
Ziya G. Boyacigiller (c) 2005
EMBA 23
Maxim’s Vision (1983)
1. World will be more and more digital in
the future.
2. Digit...
Ziya G. Boyacigiller (c) 2005
EMBA 24
Vision Engineering:
1. Identify “drivers of change” for the industry.
Economic, soci...
Ziya G. Boyacigiller (c) 2005
EMBA 25
Maxim’s Vision (1983)
1. World will be more and more digital in
the future.
2. Digit...
Ziya G. Boyacigiller (c) 2005
EMBA 26
1983
Maxim starts up
2000
Maxim sales $1B
Ziya G. Boyacigiller (c) 2005
EMBA 27
Maxim’s Value Growth
Ziya G. Boyacigiller (c) 2005
EMBA 28
Vision Engineering:
1. Identify “drivers of change” for the industry.
Economic, soci...
Ziya G. Boyacigiller (c) 2005
EMBA 29
When the
tide rises,
all the
boats rise
with it…
R I D I N G T H E W A V E
Ziya G. Boyacigiller (c) 2005
EMBA 30
Maxim’s Vision
Resources & Capacities Needed
(Why You?  Why can you get there…)
Ana...
Ziya G. Boyacigiller (c) 2005
EMBA 31
First, Vision  Next, Mission
 If you show the stakeholders
what your vision is, yo...
Ziya G. Boyacigiller (c) 2005
EMBA 34
Vision vs Mission
 Vision is about where you are going
 Mission is about how you w...
Vision is not enough; it must be
combined with venture. It is not
enough to stare up the steps, we
must step up the stairs...
Ziya G. Boyacigiller (c) 2005
EMBA 36
Tests of a good
Vision/Mission
Statement
 Imaginable: Describes the future
 Desira...
Copyright (c) Ziya G. Boyacigiller
2003, 2004
To Create Compelling Vision need:
Purpose
 Without purpose, visions are not...
Copyright (c) Ziya G. Boyacigiller
2003, 2004
From www.Merck.com :
Merck & Co., Inc. is a leading research-driven
pharmace...
Copyright (c) Ziya G. Boyacigiller
2003, 2004
Summary of Purpose:
 Purpose is your organization’s reason for
existence – ...
Ziya G. Boyacigiller (c) 2005
EMBA 40
Example:
Maxim’s Vision & Mission
 Vision:
World will be more and more digital in t...
Ziya G. Boyacigiller (c) 2005
EMBA 41
Mission has two components
 Mission:
a.We add value to our customers’ products
Bene...
IMPORTANT!
Write your mission
statement after
you have developed
your strategy…
Ziya G.
Boyacigiller (c)
2005 EMBA 42
Ziya G. Boyacigiller (c) 2005
EMBA 43
Why
do organizations
need to make
their mission
clear to
everyone?
Ziya G. Boyacigiller (c) 2005
EMBA 44
Vision, Purpose, & Mission
Result in:
 Everyone rows in the same direction.
 Peopl...
Copyright (c) Ziya G. Boyacigiller
2003, 2004
For Vision to become Reality:
 It is important:
 How it is created (proces...
Ziya G. Boyacigiller (c) 2005
EMBA 46
Final Words…
Effort to define vision and mission is necessary to show
stakeholders i...
Copyright (c) Ziya G. Boyacigiller
2003, 2004
Whatever you can do, or
dream you can, begin it.
Boldness has genius, power,...
Copyright (c) Ziya G. Boyacigiller
2003, 2004
A journey of
ten thousand miles,
starts with a
single step.
-CHINEESE PROVERB
Copyright (c) Ziya G. Boyacigiller
2003, 2004
A journey of
ten thousand miles,
starts with a
vision.
-Ziya’s version of th...
He who risks and fails can
be forgiven. He who never
risks and never fails is a
failure in his whole being.
Paul Tillich
Z...
Upcoming SlideShare
Loading in …5
×

New 7 vision engineering

370 views

Published on

vision engineering

  • Be the first to comment

  • Be the first to like this

New 7 vision engineering

  1. 1. On Vision Engineering 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. Vision - Mission In Practice Ziya G. Boyacıgiller Sabanci Universitesi Yonetim Bilimleri Fakultesi
  3. 3. The Seven Domains of Attractive Opportunities Ziya G. Boyacigiller (c) 2005 EMBA 3 MODIFIED by ZGB, from “The New Business Road Test”, by J. Mullins MACROMICRO MARKET DOMAIN INDUSTRY DOMAIN VISIO N Note: Market is customers, industry is sellers…
  4. 4. Is the Market Attractive? Assessment Metrics  Number of customers in the market,  Aggregate money spent by these customers on the relevant goods and services,  Number of units of relevant product or usage occasions,  How fast is the market growing (in the past and future) Ziya G. Boyacigiller (c) 2005 EMBA 4
  5. 5. HOW DO WE PICK OUR “MARKET”? Creating a Vision… Ziya G. Boyacigiller (c) 2005 EMBA 5
  6. 6. Ziya G. Boyacigiller (c) 2005 EMBA 6 Vision… … paints a mental picture of the future.
  7. 7. Ziya G. Boyacigiller (c) 2005 EMBA 8 To Create a “Compelling* Vision” you need a Picture of the Future Vision is about going somewhere • “Man on the moon” • How Soviets ruled over the 1976 Olympics… Where we are now Vision Where we will be in the future (* “compelling” means “you have to take action NOW” …)
  8. 8. Ziya G. Boyacigiller (c) 2005 EMBA 10 ML King speech… paints a picture of the end-result 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. ...
  9. 9. Ziya G. Boyacigiller (c) 2005 EMBA 11 How to Activate the Power of Visualization  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.  Enhance the visual picture with five-senses, to make it seem as real as you can
  10. 10. Ziya G. Boyacigiller © 2005 Vision versus Goals  Vision provides continued guidance (“leader in space exploration”)  Goals are focused on specific achievements (“man on the moon”)  Goals, once achieved, prompt the question: “What is next?”
  11. 11. Ziya G. Boyacigiller © 2005 Vision Defined: Vision is knowing who you are, where you’re going, and what will guide your journey.
  12. 12. Ziya G. Boyacigiller (c) 2005 EMBA 14 Vision … …defines what will happen in the future, and how you will fit into that picture. Examples:  Microsoft – Why Bill dropped out of school…  Intel – Memories to microprocessors…
  13. 13. Smell Changes to find Opportunities
  14. 14. Change drives Opportunities
  15. 15. Ziya G. Boyacigiller (c) 2005 EMBA 17 Vision Engineering: 1. Identify “drivers of change” for the industry. Economic, social/cultural, political, regulatory, demographic, technological, natural trends that will change how the industry functions. Which of these “incoming waves” is strongest? 2. Analyze how these drivers of change will affect every stage of the value chain for the industry. Note the threats / opportunities. 3. Decide where you want to be. 4. What capabilities and competencies does your company need to develop, what assets do you have or should get - to exploit the opportunities, dodge the threats, and ride the waves of change.
  16. 16. Ziya G. Boyacigiller (c) 2005 EMBA 18 Trends Affecting PC Industry – Early 1990s  Economic  Shift toward service and information economy  Increased domestic and global competition  Increased power of low labor-cost Asian countries  …  Political  Globalization of world economies  Further deregulation of telephone companies  Legislation of trade barriers (e.g. Japanese tariffs)  …  Social  Increased computer literacy and sophistication  Need for reschooling and continuing education  Development of computer stores  …  Technological  Increasingly powerful chips  Faster and cheaper peripherals  Increased networking capabilities  …
  17. 17. Ziya G. Boyacigiller (c) 2005 EMBA 19 Vision Engineering: 1. Identify “drivers of change” for the industry. Economic, social, political, technological trends that will change how the industry functions. Which of these “incoming waves” is strongest? 2. Analyze how these drivers of change will affect every stage of the value chain for the industry. Note the threats / opportunities. 3. Decide where you want to be. 4. What capabilities and competencies does your company need to develop, what assets do you have or should get - to exploit the opportunities, dodge the threats, and ride the waves of change.
  18. 18. Ziya G. Boyacigiller (c) 2005 EMBA 20 See Both Sides of a Crisis THREAT OPPORTUNITY YING YANG
  19. 19. Ziya G. Boyacigiller (c) 2005 EMBA 21 U.S. Auto Industry Profit Pool (Modified from HBR, May 1998, Orit Gadiesh and James L. Gilbert) auto manufacturing new car sales used car sales loans leasing insurance gas service/repair aftermarket parts auto rental gas oil 100% SHARE OF INDUSTRY REVENUE OPERATINGMARGIN% Profit = share$ x OM%
  20. 20. Ziya G. Boyacigiller (c) 2005 EMBA 22 How will the all-electric car affect the value chain? auto manufacturing new car sales used car sales loans leasing insurance gas service/repair aftermarket parts auto rental gas oil 100% SHARE OF INDUSTRY REVENUE OPERATINGMARGIN%
  21. 21. Ziya G. Boyacigiller (c) 2005 EMBA 23 Maxim’s Vision (1983) 1. World will be more and more digital in the future. 2. Digital will need analog to exist. 3. Thus analog growth will be parallel to microprocessor growth. 4. Maxim will capitalize on the analog.
  22. 22. Ziya G. Boyacigiller (c) 2005 EMBA 24 Vision Engineering: 1. Identify “drivers of change” for the industry. Economic, social, political, technological trends that will change how the industry functions. Which of these “incoming waves” is strongest? 2. Analyze how these drivers of change will affect every stage of the value chain for the industry. Note the threats / opportunities. 3. Decide where you want to be. 4. What capabilities and competencies does your company need to develop, what assets do you have or should get - to exploit the opportunities, dodge the threats, and ride the waves of change.
  23. 23. Ziya G. Boyacigiller (c) 2005 EMBA 25 Maxim’s Vision (1983) 1. World will be more and more digital in the future. 2. Digital will need analog to exist. 3. Thus analog growth will be parallel to microprocessor growth. 4. Maxim will capitalize on the analog.
  24. 24. Ziya G. Boyacigiller (c) 2005 EMBA 26 1983 Maxim starts up 2000 Maxim sales $1B
  25. 25. Ziya G. Boyacigiller (c) 2005 EMBA 27 Maxim’s Value Growth
  26. 26. Ziya G. Boyacigiller (c) 2005 EMBA 28 Vision Engineering: 1. Identify “drivers of change” for the industry. Economic, social, political, technological trends that will change how the industry functions. Which of these “incoming waves” is strongest? 2. Analyze how these drivers of change will affect every stage of the value chain for the industry. Note the threats / opportunities. 3. Decide where you want to be. 4. What capabilities and competencies does your company need to develop, what assets do you have or should get - to exploit the opportunities, dodge the threats, and ride the waves of change.
  27. 27. Ziya G. Boyacigiller (c) 2005 EMBA 29 When the tide rises, all the boats rise with it… R I D I N G T H E W A V E
  28. 28. Ziya G. Boyacigiller (c) 2005 EMBA 30 Maxim’s Vision Resources & Capacities Needed (Why You?  Why can you get there…) Analog expertise ( knowledge) is a scarce resource, which will allow us to compete effectively ( monopolize). We already have some of the best analog experts in the world, and we can find and train more as we grow. We can create a world class analog company. We can use excess fabrication capacity available in the industry for manufacturing, thus we can startup with low capital investment. We can get the initial investment from VCs.
  29. 29. Ziya G. Boyacigiller (c) 2005 EMBA 31 First, Vision  Next, Mission  If you show the stakeholders what your vision is, you will make sure that they are seeing the exciting “big picture” as you do.  Then, they will be excited about the specific opportunity/threat you want to pursue.
  30. 30. Ziya G. Boyacigiller (c) 2005 EMBA 34 Vision vs Mission  Vision is about where you are going  Mission is about how you will get there Where we are now Where we will be in the future Mission  What we do to get from here to there
  31. 31. Vision is not enough; it must be combined with venture. It is not enough to stare up the steps, we must step up the stairs. Ziya G. Boyacigiller (c) 2005 EMBA 35 Vaclav Havel
  32. 32. Ziya G. Boyacigiller (c) 2005 EMBA 36 Tests of a good Vision/Mission Statement  Imaginable: Describes the future  Desirable: Benefits for followers  Feasible: Realistic, attainable goals  Focused: Shows what to do & not to do  Flexible: General enough to allow for “individual initiative” and “alternative response” when conditions change (situation or information) – allows moving from Plan A to Plan B etc.  Easy to communicate: Can be explained in less than 2 minutes (elevator-test) From “Realizing Change CD, P.Kottler)
  33. 33. 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)
  34. 34. 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.
  35. 35. Copyright (c) Ziya G. Boyacigiller 2003, 2004 Summary of Purpose:  Purpose is your organization’s reason for existence – meaning to exist  It answers the question “Why do you do it?” rather than just explaining what you do.  Great organizations have a deep and noble sense of purpose – a significant purpose – that inspires excitement and commitment. (stone cutters story)
  36. 36. Ziya G. Boyacigiller (c) 2005 EMBA 40 Example: Maxim’s Vision & Mission  Vision: World will be more and more digital in the future. Digital will need analog to exist. Thus analog growth will be parallel to microprocessor growth. Analog expertise (knowledge) is a scarce resource, which will allow us to compete effectively (monopolize*). We have some of the best analog experts in the world, and we can find and train more as we grow. We will create a world-class analog company and use innovation to make the world a better place for us all...  Mission: We add value to our customers’ products through our analog definition, design, and manufacturing expertise. (expertise = knowledge) (*: At the time Maxim’s gross margin was > 70%…) FUTURE (WHERE) PURPOSE  (WHY) HOW 
  37. 37. Ziya G. Boyacigiller (c) 2005 EMBA 41 Mission has two components  Mission: a.We add value to our customers’ products Benefit for customers (and other stakeholders) b.through our analog definition, design, and manufacturing expertise. How you create/deliver that benefit  what you will do / will not do
  38. 38. IMPORTANT! Write your mission statement after you have developed your strategy… Ziya G. Boyacigiller (c) 2005 EMBA 42
  39. 39. Ziya G. Boyacigiller (c) 2005 EMBA 43 Why do organizations need to make their mission clear to everyone?
  40. 40. Ziya G. Boyacigiller (c) 2005 EMBA 44 Vision, Purpose, & Mission Result in:  Everyone rows in the same direction.  People have the power to make important decisions on their own  They take charge (proactive) rather than wait (passive or reactive).  They find-a-way (creativity) when faced with a problem  Everyone assumes responsibility and accountability for their own actions (company gets results)  Everyone finds a place for themselves to fit in the larger whole  Company becomes effective and efficient
  41. 41. 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, 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. (Say “Our vision is …” and NOT “My vision is…”
  42. 42. Ziya G. Boyacigiller (c) 2005 EMBA 46 Final Words… Effort to define vision and mission is necessary to show stakeholders if your business has a reason to exist now and in the future; to be a - compelling, - viable, - growing, and - sustainable business. If stakeholders won’t buy into this reason, they will not agree to work with you! They will say “I’m out!”
  43. 43. 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
  44. 44. Copyright (c) Ziya G. Boyacigiller 2003, 2004 A journey of ten thousand miles, starts with a single step. -CHINEESE PROVERB
  45. 45. Copyright (c) Ziya G. Boyacigiller 2003, 2004 A journey of ten thousand miles, starts with a vision. -Ziya’s version of this CHINEESE PROVERB
  46. 46. He who risks and fails can be forgiven. He who never risks and never fails is a failure in his whole being. Paul Tillich Ziya G. Boyacigiller (c) 2005 EMBA 50

×