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WBS Vision Sharing Exercise
The document outlines a strategy session for women leaders in 2012, focusing on achievements from 2011 and vision sharing for the upcoming year. It discusses the importance of vision and mission statements in guiding organizational goals and emphasizes the characteristics of a strong vision. The document also provides guidance on effective goal setting using the S.M.A.R.T criteria to ensure goals are specific, measurable, and achievable.
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WBS Vision Sharing Exercise
- 1. Goal Sharing for2012 Friday, February, 2012 WomenBizSense Leaders
- 2. Agenda Why arewe here today. Krista will share our 2011 Achievements Jo will provide a glimpse of what to expect this year, 2012. Sharing of member’s Vision and at least one Goal for 2012.
- 3. Strategic Planning ProcessStrategy execution is moving from where you are to where you want to be : - Your Vision - Your Mission - Your Goals/Objectives and Action Plans Build the capabilities necessary to achieve these . Continue to learn how to adapt: the pace of change is increasing.
- 4. What is aVision Statement A vision statement is a concise picture of the organization at some future time Examples: Intel Corporation: A billion connected computers Intel Malaysia : The Site of Choice General Public Utilities Corp : Providing people with energy to meet today’s needs and realize tomorrow’s dreams University of San Francisco : Preparing leaders in service with a passion for justice
- 5. A good VisionThree characteristics make up a good vision: 1. It should be aspirational . A good vision tells of what could be. May include some ambitious goals but achievable. 2 . It should be compelling. The vision should be appealing and sway someone to act. The “picture of success” described by the vision is a picture of a desirable future. Touches emotions . 3. It should be directional. The vision should indicate where others should go or where they will be if the vision is achieved.
- 6. Developing a Visionof Results D escribe the results you want to achieve in each of the categories : Customers : * what products or services will you be delivering to your customers? * how valuable will the deliverables be? * how satisfied will your customers be? * what type of customer relationships will you have developed? Business results: * what financial results will you achieve? * what will your position be in the marketplace? Operational Excellence: * what operating procedures will you have? * what kind of infrastructure will be in place to support those processes? * how will you manage risks? * how will operational efficiency have improved?
- 7. What is aMission Statement? Fundamental reason for the organization’s existence: - Clear and compeling overall goal - serves as a unifying focal point of effort - Achievable, yet must stretch and challenge the organization - crisp, clear, engaging – action oriented - measurable, you know when it is done - reaches out and grabs the gut/heart Vision and mission statements should be reviewed on a regular basis.
- 8. Goal Setting Goalscan be set for virtually any action or outcome that is verifiable or measurable. Goals are most effective in producing high performance when they are both specific and challenging . Action Plans describe the means to accomplishing objectives.
- 9. How to setgoals 1.Specify the general objective or tasks to be done. 2. Specify how the performance in question will be measured. 3. Specify the standard or target to be reached. 4. Specify the time span involved. 5. Prioritize goals and rank them. 6. Break down the goals into manageable steps. 7. Remember : S.M.A.R.T Goals (Specific, Measurable, Action- Oriented, Realistic, Time and Resource constrained.)
- 10. Individual Exercise Shareyour Organization/Company’s Vision and at least one Goal for 2012.
Editor's Notes
- #4 Strategy execution is moving from where you are to where you want to be. Assess the current reality : your current performance, your assets, the strength of partner relations, the limitations of your processes and systems, and most importantly, the capability of your people and yourself. Be honest about it. Once you have set your goals and action steps to achieve the goals, you need to focus on building the capabilities necessary to achieve these actions and the intended vision. Continue to learn how to adapt because the degree and pace of change is increasing. First , begin with a Vision Once you have set your goals and action steps to achieve the goals, you need to focus on building the capabilities necessary to achieve these actions and the intended vision. Continue to learn how to adapt because the degree and pace of change is increasing. Be honest . Strategy translation and execution always entails moving from where you are to where you want to be. Without an honest and incisive analysis of where you are, this journey begins on faulty ground. Particularly difficult is that this assessment is predicated on the direction implied by the strategy – assessing current reality is never context free, and in today’s world, future vision is never as clear as we would like.Thus,it is doubly important that we be truly honest about our present performance, our assets, the strength of our partner relations, the limitations of our processes and systems, and, most importantly, the capability of our people and ourselves. 4. Think capabilities. Most people think that having translated goals into sequenced action steps, targets, and goals, and the work to be done, their translation job is over and it is now time to move to execution. The more important step is to focus on building the capabilities necessary to achieve these steps and ultimately the intended vision.
- #5 To choose a direction, a leader must first have developed a mental image of a possible and desirable future state of the organization With a vision the leader provides the all-important bridge from the present to the future of the organization. When the organization has a clear sense of its purpose , direction, and desired future and when this image is widely shared, individuals are are able to find their own roles in the organization and in the larger society of which they are a part. It helps individuals distinguish between whats good and what’s bad for the organization.
- #9 Goals can be set for virtually any action or outcome that is verifiable or measurable. The setting of a specific goal makes it clear to your staff/associates what is required of them. Goals are most effective in producing high performance when they are both specific and challenging . Action Plans describe the means to accomplishing objectives.
- #10 7 Key Steps to be followed in order to obtain optimal results: 1. Specify the general objective or tasks to be done. What do you want to accomplish? Reduce costs? Increase sales? Enhance work quality on an assembly line? Improve customer service? Develop subordinates/ 2. Specify how the performance in question will be measured. 3. Specify the standard or target to be reached. This involves not only using the quantitative scale but also indicating the specific degree of performance to be achieved; for example, producing sixty units per hour, attaining a 1 percent lower reject rate, completing the project by May1, answering all customer queries within twenty-four hours, increasing profit by ten percent, increasing sales by twenty five percent, cutting costs by 3 percent etc 4. Specify the time span involved. This involves setting a deadline for reaching the goal, for eg, to answer each customer inquiry within nine minutes 5. Prioritize goals. Rank the goals in terms of their relative importance. purpose of this step is to direct action and effort in proportion to the importance of each goal.