The document outlines a strategic visioning facilitation process aimed at aligning organizational goals with customer and stakeholder interests. Through workshops and collaborative activities, it emphasizes the need for fresh perspectives and vivid thinking in problem solving, utilizing techniques like visual problem solving to drive clarity and commitment. The approach involves a structured workshop experience to identify challenges and opportunities while fostering innovation within organizations.

1. Outline
Strategic visioning facilitation
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2. Shared Purpose and Strategic Visioning
Organisational
Customer
interests
interests
Organisations need to find common ground between their goals and
that of customers, employees and other stakeholders.
This common ground is a shared purpose held between the parties
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3. mo and it’s customers
Omo / Persil’suhumantween O purpose
A shared p rpose be centric
WHY DOES OMO EXIST?
To encourage parents to see the good in letting
their kids get dirty
HOW - What specialNESS, do they bring to the LAUNDRY CATEGORY?
Omo XXX technology makes it easy to remove the
marks left by regular outdoor and indoor play
WHAT products and services do they deliver?
Omo is a laundry detergent with XXX cleaning technology
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4. Approach
to strategic visioning

5. Approach to strategic visioning
Problem
Revelation
is
a
kind
of
psychological
shift
that
happens
within
each
person
as
they
realise
the
true
nature
of
the
organisational
challenges
and
the
risks
attached
to
doing
nothing.
A
kind
of
a-­ha
moment
not
that
different
to
the
more
famous
idea
a-­ha
moment.
Where
the
group
gives
its
tacit
approval
for
a
change
in
direction,
and
individuals
are
?illed
with
energy
necessary
for
the
arduous
road
towards
a
solution.
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5

6. Approach to strategic visioning
Vivid Thinking
“We
can’t
solve
problems
by
using
the
same
kind
of
thinking
we
used
when
we
created
them”.
-­
Albert
Einstein
• When
companies
attempt
to
solve
business,
marketing
or
branding
problems,
they
often
get
stuck
because
they
are
unable
to
generate
a
fresh
perspective
to
give
momentum
to
forward
movement.
• Problem
Solving
requires
that
we
see
the
problem
with
a
new
clarity,
this
is
necessary
to
drive
commitment
to
solution
?inding.
• At
Invitro
Innovation
we
work
with
internal
stakeholders
to
create
a
‘transformation’
from
within.
• This
usually
involves
a
collaborative
workshop
process
which
uses
Visual
Problem
Solving
using
pictures
and
illustrations
to
drive
hyper-­clarity
on
the
problem.
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7. Outline of strategic visioning process
Proposing
Foundation
Work
Workshop
Post-­Workshop
Step
1
Step
2
Step
3
Step
4
Step
5
Step
6
Work
Stage
Interview
Brief
Core
Distribute
2
day
Distribute
set
of
Meeting
with
Core
Key
Visioning
team
detailed
Workshop
Visioning
Workshop
Notes
team
to
share
Executives
on
inputs
to
Agenda
with
Workshop
Pinal
workshop
participant
recommendation
+
logistic
matters
homework
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8. Foundation Work
• Its
essential
that
the
core
team
is
able
to
bring
quality
inputs
and
inspiration
to
the
Strategic
Visioning
Workshop.
• The
following
broad
structure
is
proposed
in
approaching
the
Foundation
Work:
What
are
some
of
the
trends
in
our
?ield?
What
are
the
inspirational
1. The Category
examples
of
greatness
How
is
our
category
failing
customers?
• ho
are
the
people
we
W What
is
our
Purpose?
must
delight?
Key
areas
of
strength
and
• ow
are
they
changing?
H 3. The weakness
• hat
are
their
pleasure
W 2. The People
we serve Lens
Organisation Opportunities
and
and
pain
points
in
their
Lens
challenges
into
the
future?
interaction
with
the
category
and
ourselves?
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9. 2 day strategic visioning Workshop
• 1
facilitator
• Ideally
20-­24
participants
(Grouped
into
4
groups)
• The
Strategic
Visioning
Workshop
is
ideally
held:
– in
a
room
that
can
accommodate
4
tables
of
6
people,
each
table
having
its
own
?lipchart.
to
allow
people
to
move
about,
and
to
be
able
to
paste
inspiration
and
ideas
on
the
walls.
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10. strategic visioning workshop
Samples of Workshop Outputs
Deconstructing the Current Issues
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11. 2 day Workshop
Structure
KEY DIVISION /DEPT
START
1. The Category
_________________________________
_________________________________
_________________________________
STOP
_________________________________
_________________________________
_________________________________
2. The 3. The
People we organisation CONTINUE
_________________________________
serve Lens
Lens
_________________________________
_________________________________
Defining the Impact of the New
Re-thinking the
Foundation Work Challenges/ Purpose on
Organisational
sharing Opportunity for the “customers served”
Purpose for the Future
Future and programs
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12. Invitro Innovation
Our Beliefs about Innovation
Humans are hard wired to create, Organisations are not!
We are all Innovators!
LATENT “We cant solve problems using the same kind
ability of thinking that created them”
ALBERT EINSTEIN
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13. About Invitro Innovation
Services
WORKSHOPS INSPIRATION TRAINING
1- 3 day Designed & facilitated A few hours Keynote 1- 4 day
With documentation speech to a full Innovation day Training courses
Design thinking deep dives
- 90 min -9 habits of innovators
Design Thinking
New product concepting
- 3 hour – Crash Course in Design An innovation framework
Ideation workshops
Thinking
Innovation culture and competencies
Category reinvention
Innovation day
Innovation strategy and process
Vision and values
- A custom designed innovation day Creative thinking & ideation
designed to inspire and empower. Product and service innovation
Staff experience ideation by working
on real business challenges
Brand innovation
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14. Ideation and Innovation Clients
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15. Where the
magic happens
Your Comfor t zone
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