Shared vision

Creating a Shared Vision:
Strategies and Techniques to Inspire Teams
Brad Swanson
Senior Coach and Vice President, agile42
@agile42
@bradswanson
brad.swanson@agile42.com

agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.

Thursday, August 2, 12

About me: Brad Swanson

The Agile
Coaching
Company



How important is it to have a
clear, shared vision
to achieve greatness?



vi·sion
• the act or power of anticipating that which
will or may come to be
• an experience in which a personage, thing,
or event appears vividly or credibly to the
mind, although not actually present, often
under the inﬂuence of a divine or other
agency
http://dictionary.reference.com/browse/vision



Moon Shot
"I believe that this nation should
commit itself to achieving the goal,
before this decade is out, of
landing a man on the moon and
returning him safely to the Earth."

— Pres. Kennedy, May 25, 1961

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.


“In your pocket”
The iPod will be a portable digital music player
that will hold 5000 songs. It will have a battery
life measured in days, not hours. You will
navigate the thousands of songs with a single
ﬁnger. You will sync all your music from your
computer to the iPod in minutes automatically,
so you can have all your music in your pocket.



Five Strategies for Building a Shared Vision
Co-creating

Consulting

Testing
buy-in

Selling
Telling

effort required
Senge, Peter, et. al: The Fifth Discipline Fieldbook


Telling

We must achieve this
vision. Everyone must
be on board.



Selling

“I have the
vision. Let’s
see if I can get
people to buy
in.”



Testing

What excites
you about
this vision?

What
doesn’t?



Consulting

Wha t vision do
members
recom mend?*

* The
leader
makes the
ﬁnal
decision


Co-Creating

Let’s create
the future we
individually
and
collectively
want.



Activity: Explore One Strategy
• Each group will explore 1 of the 5 strategies.

• Refer to the handout for more info on each strategy.

• Discussion points:

1.In what situations or organizational cultures would this strategy be
appropriate? Inappropriate?

2.What are the pros and cons of this strategy?

3.Within this strategy, how can you maximize buy-in for the vision?

• Summarize the key points of your strategy on a poster. Drawings, diagrams, and
creativity are encouraged!

• Present your poster to the whole room in 1 minute or less.



Tools and techniques for creating the vision
Activity: Co-Create a shared vision for an agile conference



Innovation Games®: Remember the Future

•Goal: understand your customer’s deﬁnition of success.
•Imagine it is some date in the future and you’ve been
using the product. What concrete beneﬁts has the product
delivered to you?
•Ask the question in past tense, or future perfect tense
(“what will have happened?”)

Source: Innovation Games®


Innovation Games®: Remember the Future

•It is now one week after the Agile conference you
attended. What concrete beneﬁt has the conference
delivered to you, and how have you applied it?
• Ask the question in past tense, or future perfect tense (“what will have
happened?”)

• Give concrete, detailed answers, for example:

• “I have a framework to lead an agile transformation at my company.”
• “I connected deeply with 5 people in my industry who share ideas and leads.”
• “I learned ways for my globally distributed teams collaborate better.”

Source: Innovation Games®


The Passion Meter protocol
1. Each person writes key words or short phrases for the vision, one item per
card

2. Group together any duplicate cards

3. Quickly gauge the group’s passion for each item: high, medium, or low

a) Use 1 ﬁnger (low) to 5 ﬁngers (high). Add verbal cues (shouts, groans...)

4. Repeat step 3 for the high-passion items to pick your top 3 (or so)
High Medium Low
interactive affordable cutting edge
deep sessions
sponsor involvement techniques the biggest
interactive
longer sessions

open space intimate size

Source: Software For Your Head, Jim and Michele McCarthy


Expressing the Vision
• The ‘elevator pitch’

• The imaginary press release

• The perfect product review

• Lego® StrategicPlay®

• Innovation Games® - Product Box

• A live experience, simulation, or exhibit



The Elevator Pitch Template

FOR <target customer>
WHO <statement of the need>
THE <product name>
IS A <product category>
THAT <key beneﬁt>
UNLIKE <primary competitor>
OUR PRODUCT <further differentiation>
Source: Crossing the Chasm, Geoffrey Moore


The Imaginary Press Release



The Perfect Product Review



Lego® StrategicPlay®

Photo courtesy of Michael Sahota / Agilitrix


A live experience, simulation, or exhibit

HP and Stone Yamashita created “an exhibit that filled 6000 square
feet... ‘We invented a fictitious family called the Ferraris...and built an
exhibit about their life and their visit to Disney World’. ... Each room
followed the Ferraris through various scenes of their Disney World
vacation. HP technology helped them buy tickets, sped their entry into
the park, and scheduled their reservations for dinner. Another bit of
technology helped them enjoy their favorite rides while minimizing
waiting time. Back inside their hotel room at the end of the day, there
was a final twist: A digital picture frame had automatically downloaded
a picture of them as they rode a Disney World roller coaster.”

“They took an abstract idea and made it concrete with an intense
sensory experience.”
Source: Made to Stick, Chip and Dan Heath


Innovation Games®: Product Box
• Limited space to get people’s
attention and communicate your
core message!

• Product Name

• Simple, core message

• Slogan

• Benefits (Unexpected benefits?)

• Imagery, logos, characters

• Testimonials / recommendations

• Data sheet / facts / ingredients

Photo credit: Laura Gilchrist http://www.flickr.com/photos/gilchristlaura/


Conclusions



Shared vision

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