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www.thomaslawton.com@TCLawton
Professor Thomas C. Lawton
Articulating a Strategic Vision
Why vision statements don‟t work… and how to fix them
Insert my tag line here… trigger
growth etc. Masterclass 1
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What is vision and why does it matter?
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www.thomaslawton.com@TCLawton
Vision is the art of seeing what is invisible to others.
~ Jonathan Swift
Vision without action is a daydream. Action without vision is a
nightmare.
~ Japanese Proverb
Where there is no vision the people perish.
~ Proverbs 29:18
Some men see things as they are and say why... I dream things that
never were and say why not?
~ G. B. Shaw
The vision thing…
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Vision and purpose
“... A vision articulates a view of a realistic, credible, attractive
future for the organisation, a condition that is better in some
important ways than what now exists.”
(Bennis and Nanus)
• Vision needs to be distinguished from purpose:
– Vision: A challenging and imaginative picture of the future of
the organisation
– Purpose: The long-term objectives of the organisation
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Why vision matters to your business
• Guiding star for the enterprise – critical to direction settingand strategic coordination
• Unifies and inspires the stakeholders
• Helps build a strong organisational image (externally) and identity (internally)
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Sample vision statements
• "Our vision is to be earth's most customer centric company; to build a place where people can come to find and discover anything they might want to buy online.”
Amazon
• “We will become the world's most valued company to patients, customers, colleagues, investors, business partners, and the communities where we work and live”.
Pfizer
• To make a contribution to the world by making tools for the mind that advance humankind.”
Apple
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The strategy formulation hierarchy
Vision
Mission
Objectives
Over-riding purpose (long-term objectives),
consistent with values and expectations of
stakeholders
Multi-dimensional representation of desired future,
ideal state of the organisation
A precise set of goals, linked to a timescale and to
resource considerations, intended to realize the
vision and mission
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Projects and
Programs
Business
Model
Value
Proposition
VisionStrategic
Leadership
Strategic
Enactment
Strategic
Alignment
Strategic
Definition
Strategic
Thinking
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The strategic vision wheel
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The logic of the vision wheel
• Vision emanates from the equilibrium achieved between an
organisation‟s internal and external influences and stakeholders
• Vision can be used to specify a set of „state transitions‟ from now to
the future
• Each quadrant of the cycle is worked through separately with the
generation of a „now‟ and „future‟ scenario („future‟ being the ideal or
best case scenario)
• „Now‟ and „future‟ can be coterminous – not everything has to change
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State transition at LD Trust: Organisation
NOW
FUTURE
STRUCTURE Compartmentalized and hierarchical
Integrated but local ownership
SYSTEMS Adaptable but excessively bureaucratic
Streamlined and flexible
PROCESSES Duplication and redundancy
Consistent, transparent and empowering
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NOW
FUTURE
VALUES Disparate and implicit
Unified, explicit and shared
MANAGEMENT STYLE
Positive but inconsistent and reactive
Proactive and consistent
EMPLOYEE RELATIONS
Strained and low trust
Open, honest and trusting
State transition at LD Trust: Culture
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State transition at LD Trust:
Organization
State transition at LD Trust: Relationships
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NOW
FUTURE
CUSTOMERS Limited number of large contracts
More complex and segmented market
PRODUCTS Safe, with pockets of excellence
Safe, user-centered and high quality
LOCATIONS Confined to sub-region
Cross-regional
State transition at LD Trust: Markets
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Vision outputs
• Once all quadrants have been worked through, you are left with four overarching ideal, future state vision objectives.
• When integrated, the result is an inclusive and robust vision statement that is imaginative but realisable, inspires and unifies all stakeholders and guides the organisation in setting direction and co-ordinating activities.
• This vision must then be clarified, communicated and embedded by the leadership team, both inside and outside the organisation.
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Group Work
Clarify and agree your visions
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Instructions
• Form a group of about 6 people
• Choose a company that at least one member of the group works for or leads.
• You can describe and critique a vision that either:
a. Has changed or been revamped in recent years
b. Is in dire need or change or updating
c. Is a new or fairly new vision (and business) that needs testing
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Application tasks
• Using Worksheets 1-4, describe and critique the vision process thatyour company has undertaken, is undertaking or should undertake.
• For a start-up or new business, „now‟ and „future‟ are merged.
• How effective was/is your company‟s leadership team at balancingexternal and internal influences and interests in shaping anddelivering this vision?
• Come up with a brief expression of the vision (internal and external),and a tagline or sound bite for your chosen business.
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State transition: Organisation
NOW FUTURE
Structure
Systems
Processes
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State transition: Culture
NOW FUTURE
Values
Management
Style
Employee
Relations
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State transition: Relationships
NOW FUTURE
Regulators
Supply
Chain
Competitors
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State transition: Markets
NOW FUTURE
Customers
Products
Locations
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• Internal
• External
• Tagline:
The Your vision statement and tagline