COMPREHENSIVE VISIONING

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COMPREHENSIVE VISIONING

• This set of slides is intended to provide a basis
  for stimulating a comprehensive discussion on
  vision.
• The slides are a means to think through what you
  mean by a vision and the process you intend to
  use to develop it rather than a specific tool to
  do so however they do form a good basis for
  discussion and syndicates to move things forward.
• Please do not attempt to use these slides as part
  of a presentation until you have read and fully
  understood the relevant sections of this website,
  you know how each slide builds, and you are clear
  on the points you wish to make with them.

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Dimensions of Vision
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Aspects of Vision
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Aspirational
Cultural
Joint ambitious goals (BHAGs), compelling
aspiration (strategic growth factors?)
Shared core values, common core purposes,
fellowship and culture
Vision
Intellectual
Commercial

• Common image/ brand / market strategy, shared
  responsibilities, shared customers, referrals

Shared intelligence, insight, common basis of
evaluation, portability of people ideas
Educational
Procedural
Common processes, economies of scale,
agility/alliances, synergies in delivering
strategies
Shared learning, common best-practice programmes,
benchmarking
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Benefits that people might seek

• Shared learning and insight / Fellowship
• Support in achieving a common goal (or targets)
• Synergies and shared resources
• Shared burden or responsibility (e.g. social)
• Consistent impression (e.g. branding) /
  addressing misaligned behaviours
• Security / addressing external threats
• Economies of scale
• Passing on opportunities / advocacy

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Concerns that might be raised

• Loss of freedom or autonomy
• Bureaucracy / non-value-add activities
• Increased vulnerability to poor behaviour in
  others
• Lack of fulfilment / fizzling out
• Tortuous central meetings / Abilene paradox
• Distraction from core business
• Tensions from business reporting lines outside
  the core organisation
• (Stick to beat us with)
• (Who cares?)

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Probable steps to a visionDeveloping
understanding building relationships

• Understand the CEO Intended role, his/her ideas,
  perceived opportunities/risks, how he/she uses
  others?
• Understand the Attendees Potentials between
  their business partners, fulfilment/frustration,
  opportunities /risks, personal drivers,
  expectations of the workshop?
• Analyse Plan Understand common areas of
  opportunity, agree key levers roles, develop
  process
• Facilitate Workshop According to plan
  expectations
• Set maintenance processes in place

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Understand the CEO

• Their aspirations for what the common vision
  might be opportunities that exist, and potential
  pitfalls.
• His/her view of the key growth drivers for Us for
  the future? and role of a common vision therein?
• How does CEO see his/her own role in developing
  that vision, in maintaining it, and in coaching
  allegiance to it (is the process of vision
  development intended to be formative for CEO and
  his/her team?)
• Does CEO see the team under him/her as
  homogenous, or does he/she have particular
  partners with whom he/she can share the burden
  of establishing the vision and making it work
  in the rump of his/her team? (And what is their
  current thinking on the situation and its
  possibilities?)

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Understand The Attendees

• Potential of our Organisation to their business
  vice versa? Is the potential is
  fulfilled/frustrated? Factors?
• Key growth drivers for Organisation for the
  future? Importance of common vision in
  exploiting these? (synergies of brand global
  network?)
• What else do they see as the potential of a
  shared vision within the Organisation? Risks and
  concerns?
• Importance of our principles their impact on
  Management behaviour, team working, culture?
• What is success in their eyes? Their role in
  that?
• How do they reconcile their responsibilities for
  their part of the business responsibilities to
  the wider organisation? What drives them this
  way? (Is this likely to change?)

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Analyse Plan
Implied premise The vision is ultimately a
function of the leader(ship) the workshop
merely provides a flying start.

• Analyse the feedback.
• Common areas of opportunity and concern?
• Key levers to emphasise in building commitment to
  a vision? What should an effective vision
  encompass?
• What will be key in keeping the vision alive?
  What does CE need to undertake to ensure that
  happens?
• Plan the workshop (and beyond)
• Structure a pair of practical workshops to
  develop a conclusion which has the commitment of
  the board.
• Draft a maintenance programme to fully exploit
  and build on the conclusions. (CEOs role?)
• Develop a workshop programme and materials to
  develop the common vision and best support CEO.

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Set Maintenance Processes In Place
Belief, commitment, confidence, capability,
Meeting structures operational practice
Coaching, challenging conflict resolution
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Example of SWOT Based Visioning
The direction we want to go