StrategicPlanning

and Building a Vision

WHERE STAGE

Articulating the futurethrough the Vision

The preparation of a strategic plan is a multi-step process.

The first step for developing a strategic framework is formulating THE VISION

Two Main Functions of Your Vision

Your vision performs both a directional and a motivational function. The purpose of your coherent vision of a desirable future is to focus you

on those things you could do now to bring that future state about

Why Vision?Concept 1: The seed

Why Vision?Concept 2: Michelangelo

“The statue was in the stone. All I did was remove the unnecessary pieces”

A GOOD VISION IS…

• Clear and Concise

• Exciting and Inspiring

• Implementable and tangible

Why Vision?Concept : V+A

V - A = ?

A - V = ?

V + A = ?

… is merely a dream

… just passes time

… can change the World!!!

“The best way to predict the future is to create it”

Milt McClaren

In order to enjoy enduring success your company’s core values and purpose remain the fixed even though business strategies and

practices change

Truly great companies understand the difference between what should NEVER CHANGE and what should be OPEN TO CHANGE

Vision provides guidance about what core to preserve and what future to work

towards.

The Vision

Recently, vision has become one of the most overused and least understood words in the language.

A well-conceived vision consists of TWO major components

ENVISIONED FUTURE

10-30 YEAR Big Audacious Goals Vivid Description

CORE IDEOLOGY

Core Values Core Purpose

Core Ideology defines

WHAT WE STAND FOR and WHY WE EXIST

The Envisioned Future is WHAT we ASPIRE to

become, to achieve and to create

CORE VALUES

Part 1 Defining the Core Ideology of your organization

Essential and enduring tenets of an organization

Timeless guiding principles

There is no universally right set of core values

Companies tend to have only a few core values, usually between three and five

Who should be involved in defining the core values?

James Collin and Jerry Porras recommend in an issue of the Harvard Business Review to use a:

MARS GROUP

How does the MARS Group work?Imagine that you’ve been asked to recreate the very best attributes of your organization on another planet but you have seats on the rocket ship for only five to seven people

Whom should you send?

Most likely you’ll choose the people who have a deep understanding of your core values, the

highest level of credibility with their peers and the highest levels of competence

Other Core Values

• Honesty… Individual & Organizational• Truthfulness... Individual & Management• Trust• Giving Credit• Putting the interests of other first• Mentoring… Individual & Management• Openness to New Ideas• Encouragement to take Risks

• These eight values are the distillation of a study begun in 1972 on organisational values & attitudes of 17 million employees in 40 Countries around the world The research encompassed 32 standard Industrial Coded (SIC) Areas. These eight values were identified as important to all cultures.

Do not make the mistake of simply describing the company’s product lines or customer segments

The core purpose of the company is like a guiding star on the horizon; forever pursued but never reached

One powerful method of getting at

he purpose is the

FIVE WHYSWe make XYZ products or deliver

XYZ services. Why is that important?

Ask that question 5 times!

CORE PURPOSE

Part 2 Defining the Core Purpose of your organization

Core purpose is the organization’s reason for being

It reflects people’s motivations for doing the company’s work

The Purpose should not be confused with specific goals or

business strategies

The purpose is ideally defined for a 100 years and within that period it

does NOT change

Examples of effective statements of Purpose

To solve unsolved problems innovatively

To experience the emotion of competition, winning and crushing competitors

To give ordinary folk the chance to buy the same things as rich people

To make people happy

Listen to leaders in truly great companies talk about their achievements – you will

hear little about earnings per share.

The best and most dedicated people are

ultimately volunteers, for they have the

opportunity to do something else with their

lives- Peter F. Drucker

Conclusion:Discovering the CORE Ideology

You discover core ideology by looking inside. It has to be authentic.

You can’t fake it!

Part 3 What is your organisation’s envisioned future?

The envisioned future consists of two components

A 10-30 year audacious goal

A vivid description (vibrant, engaging

and specific) of what it will be like to achieve the goal

The basic dynamic of visionary companies is to “preserve the

core” and “stimulate progress”.

Companies that enjoy enduring success strike the right balance between:

Pursuing growthWHILE

Improving the core business

In difficult economic times and fierce global competition, leaders must innovate to fuel strategic growth while at the same time protect and

nurture the company’s core business to stay relevant in existing markets.

The leader’s singular job is to

GET RESULTS

The difference between Leadership and Management

Leadership is setting a new direction or vision for a group

that they follow, ie: a leader is the

spearhead for that new direction.

Management controls or directs

people/resources in a group according to principles or values that have already been established.

Your Personal Mission Statement and Strategic Vision

• You should be able to know who you are, what you do and what your vision for your life is. Having your own Mission Statement and Strategic Vision that is written down gives you a powerful focus in your life.

• Your personal Mission Statement helps you understand why you exist. With this knowledge you are able to succeed because you know what you do and concentrate on that focus.

Your Personal Mission Statement and Strategic Vision

• With knowledge of why you exist, you are also more able to create a strong strategic vision which allows you to know where you are going and what your goals are.

• When you create your Mission Statement and Strategic Vision, don't make them sound like they could be statements for anyone. They should sound like you.