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VISION & VALUES

at Founder Institute

Barcelona, May 15th

CONSULTING

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VISION.

NARROW OR TECHNICAL

INTERPRETATION

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VISION

Jim Collins,

Jerry Porras

“How to Build aCompany’s Vison”

Harvard Business

Review, Sep-Oct 1996

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VISION

= CORE IDEOLOGY+ ENVISIONED FUTURE

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CORE IDEOLOGY

= CORE VALUES + CORE PURPOSE

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CORE PURPOSE.

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CORE PURPOSE. Acid test• Do you find this purpose inspiring?

• Is it authentic, i.e. true to what the organization is allabout?

• Can you envision this purpose being as valid in 100years?

• Does it help you think expansively about the long termpossibilities and range of activities the organization can

consider, beyond current products, services, marketsetc.?

• Does this purpose help you decide what activities not topursue?

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CORE PURPOSE.Examples

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CORE VALUES.definition

Core values are the essential and enduring

tenants of an organization, a small set of timeless guiding principles that require noexternal justification.

Values tell you how to behave. They don’t tellyou what to do but how to do it.

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CORE VALUES.number?

If you articulate more than five or six, chances

are you are confusing core values (which donot change) with operating practice, businessstrategies, or cultural norms (which should beopen to change).

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CORE VALUES.discover

•  To identify the core values of your own organization, pushwith relentless honesty to identify what values are truly

central.

• Core Values you have to discover

•  You don’t define them and much less impose them.

• Is this trait inherent and natural to us, and has it beenapparent to the organization for a long time? Or is itsomething that we have to work hard to cultivate?

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CORE VALUES.litmus test

• If circumstances changed and penalized us for holding acore value, would we still keep it?

• Would you want your organization to continue to stand forthis core value 100 years in the future?

• Would you fire somebody who does not hold thesevalues?

• Would you take a big financial hit to hold up this value?

• Can you credibly claim that you are more committed to

this value than 99 percent of the companies in ourindustry? Does is set us apart and uniquely defines us?

•  The leaders need to question themselves and decide if they truly embody the value that you identified.

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CORE VALUES.wording

• No single word from the dictionary

• Chose a unique, non-traditional phrase, something thatdoes not have a legacy that everyone assumes what itmeans. Describe the value with the most vivid anddescriptive words.

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CORE VALUES.examples

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CORE VALUES.examples

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CORE VALUES.examples

“ Willing to sweep the floor “

•No concerns about status and ego and willing to dowhatever was necessary to help the company succeed.

•No job is beneath any employee, and even the highest levelexecutive has to be willing to do the most menial work if thatis what is needed.

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CORE VALUES.identify

• What core values do you personally bring to yourwork? (These should be so fundamental that you wouldhold them regardless of whether or not they wererewarded.)

• What would you tell your children are the core valuesthat you hold at work and that you hope they will holdwhen they become working adults?

Credo Memo

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CORE VALUES.identify

• Identify employees in the organization who alreadyembody what is best about the company and to dissectthem, answering what is true about these people thatmakes them so admired by the leadership team

• If you were to start a new organization tomorrow in adifferent line of work, what core values would you buildinto the new organization regardless of its industry?

• Identify employees who, though talented, were or are

no longer a good fit for the organization. What is itabout them that makes them a distraction and aproblem?

Mission to Mars

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VISION.

WIDE DEFINITION

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What is Strategy?

What business are you in?

How will we be successful

against the competitionin the market place?

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VISION

Michael Porter

“What is Strategy?”

Harvard Business

Review, Nov-Dec 1996

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The heart of Strategy:

A Differentiating Setof Activities

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 At the hear of Strategy is a

Differentiating Activity Set

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BUSINESS MODEL.

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What is a business model?

“ A business model describes the

rationale of how an organizationcreates, delivers, and captures

value.”

Osterwalder/Pigneur: “Business ModelGeneration”

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Biz Model

Alexander Osterwalder,

Yves Pigneur

“Business Model

Generation”

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Osterwalder/Pigneur: “Business ModelGeneration”

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Osterwalder/Pigneur: “Business ModelGeneration”

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CustomerDevelopment

Steve Blank

“The Startup

Owner s Manual”

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The End