PROCESS VISIONING

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PROCESS VISIONING

• These slides are intended to support a group
  through an exercise to develop a vision for their
  process. They reflect a number of different ways
  to draw out individual visions, and to begin to
  pull these together into the basis for a common
  vision for the process.
• Please also see the slide set on Developing
  Vision
• Please do not attempt to use these slides as part
  of a presentation until you have read and fully
  understood the relevant sections of Managing by
  Design, you know how the slide works, and you
  are clear on the points you wish to draw out with
  it.

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THINKING
Choice
Where were currently heading!
Where we are!
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THINKING

• Exposing the opportunities

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THINKING
Vision

• Picking the best ones!

Choice
Choice
Choice
Choice
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METAPHOR?

• Cats eyes
• The learning organisation
• Box on a box
• Thinking Hats
• Radar
• ...

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THINKING

• The quality of your vision depends on...
• ...the quality of your choice, which depends
  on...
• ...the quality of your opportunities, which
  depends on
• ...how well you can identify them

OneVision
Where we are!
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REMEMBER THIS?
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ALTERNATIVESTry this

• In how many ways can we relate the idea of table
  tennis to the development of IT solutions?

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WARNINGS

• You will find this uncomfortable, and potentially
  embarrassing
• Some of you will find it more uncomfortable than
  others - we all have different strengths
• Your choices will depend on the quality of
  options that you identify today
• Please go with the flow and support your
  colleagues through this trying time
• Even if we just get one thing that adds a mere 1
  onto the quality of where we are heading over the
  next 3 years - it will be worth 100,000!!!

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SO, HOW DO WE GENERATE THE BIZARRE THOUGHTS?

• Metaphor
• Different viewpoints
• Brainstorm
• Stretch

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GETTING IN CONDITIONThe bizarre thought game

• Person 1
• Picks a word at random out of the dictionary
• Person 2
• Finds a relationship between the word our
  process
• Person 3
• Builds that relationship into an idea or
  opportunity
• Person 4
• Makes a suggestion about what could be done to
  take it forward
• Person 5
• Picks a word at random
• And so on.

Are there any other ways you can think of doing
this?
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PARADIGM CHALLENGE

• In your syndicate groups
• Think through the limits that currently define
  (your processs) Box - the boundaries which
  separate acceptable ideas from typically
  unacceptable or off the wall ideas
• Use the thinking of the previous sessions, and of
  the prework, to generate (brainstorm) a large
  number of ideas that are currently outside of
  these boundaries
• Refine this list into a limited number of ideas
  that you feel may possibly have some potential or
  merit
• Be prepared to present your conclusions to the
  rest of the group - there is a prize for the most
  interesting!
• You have 60 minutes

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INPUTS TO SYNDICATE
Replace with names (X your process) (Y your
organisation)

• Thinking about a 3 to 5 year vision
• What is the most dramatic influence X could have
  over Y in 5 years time?
• What potential areas of Y could X influence, and
  how can X make Y invincible in these?
• What sort of proposal from an outside X supplier
  would make Y outsource its X process?
• What in our industry is currently impossible, but
  if it became possible would set X or Y back to
  zero?
• What would make you as a team the most valuable
  heads on the X recruiters lists?
• How can X make Y make winning decisions in all
  areas of its management thinking?

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WHERE IS THE LEVERAGE TO REALLY MAKE A DIFFERENCE?
Your process

• Where is our potential to really transform our
  organisation?
• Using our assets
• Modifying our services
• Doing something different
• Working with others
• ?

Your organisations objectives
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GROUP EXERCISEVision Elements

• We are going to do a walkround exercise starting
  with one person to a sheet of flipchart paper,
  writing down our thoughts on our vision for our
  process, and then passing on to the paper on our
  left.
• Consider each piece of paper that you pass
• does it spark off a new idea for an inspiring
  phrase?
• do you wish to add to, or amend the phrase?
• Do you wish to take an entirely different line?
• Use the thoughts and ideas that appeal to you out
  of the earlier exercises, and that come to you as
  you do the exercise. Annotate the paper
  accordingly and pass on to your left. Be
  alternately outrageous sensible (build on the
  ideas you have seen). You are not bound by what
  you write.

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GROUP EXERCISEVision Elements
Replace with names (X your main competitor) (Y
your process) (Z your industry)

• Topics to consider
• The cover of Y Today magazine
• Xs MDs reason for dismissing his Y Director
• Executive floor toilet talk!
• The History of Y in the early 21st Century
• Tomorrows World devotes a programme to Y

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SELECTING VISION ELEMENTS

• When you have passed all the pieces of paper
  reflect on the phrases you have seen.
• Select four phrases or elements which you want to
  see considered as part of your processs Vision
  (explicitly or implicitly)
• Two can be relatively conventional (green dots)
• Two must be unconventional - stretching us beyond
  where we are currently into new, but valuable,
  areas (red dots)
• Stick your four dots in the left-hand margin
  against the elements you have picked.

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NEXT STEPS ON VISION

• Ponder on the ideas over the next few weeks
• Share ideas with others and develop your
  thoughts
• Develop a clearer form of words for our Vision
• Look at the implications, and develop the vision
  further through this
• Agree the next steps
• Word-smithing and finalising the vision
• Sharing it and using it
• Building it into the next QFD Business Plan