Articulating a Strategic Vision - InterTradeIreland a strategic vision... · Pfizer • To make a...

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


What is vision and why does it matter?


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…


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


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)


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


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


Projects and

Programs

Business

Model

Value

Proposition

VisionStrategic

Leadership

Strategic

Enactment

Strategic

Alignment

Strategic

Definition

Strategic

Thinking


The strategic vision wheel


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


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


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


State transition at LD Trust:

Organization

State transition at LD Trust: Relationships


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


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.


Group Work

Clarify and agree your visions


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


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.


State transition: Organisation

NOW FUTURE

Structure

Systems

Processes


State transition: Culture

NOW FUTURE

Values

Management

Style

Employee

Relations


State transition: Relationships

NOW FUTURE

Regulators

Supply

Chain

Competitors


State transition: Markets

NOW FUTURE

Customers

Products

Locations


• Internal

• External

• Tagline:

The Your vision statement and tagline

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