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ORGANISAT

IONAL

TRANSFO

RMATIO

N

THROUGH A

SHARED V

ISIO

N

DR.S ARMA10 OCTOBER 2012

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PRESENTATION OBJECTIVES

1. Appreciate how “self-limiting” mental models weaken creativity and thinking processes.

2. Appreciate an alternative way to defining Vision

3. Understand the concept of shared vision and its importance

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Old or young woman- what do you see?

Paradigm paralysis or paradigm pliancy?

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LIFE FROM MANY ANGLES

Is there only one way to see things?

Is there only one TRUTH?How can we develop multiple perspectives?

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we can make a

difference

if only

we think we can?

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OUR PRESENT ECONOMIC SYSTEM IS “PERFECTLY” DESIGNED TO PRODUCE OUR PRESENT MEDIOCRE RESULTS!

IF WE WANT THE SAME RESULTS, LET US KEEP THE SYSTEM.

MILLIONS OF DOLLARS AND LOADS OF POLICIES YET POVERTY NEVER GOES AWAY WHY?

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If we want new results,

we may need to

entirely redesign our thinking and execution of the system

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IF NEED TO CHANGE

CHANGE MENTAL MODELS

REFORM MINDSETS ELIMINATE BIASES

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Co creation Can make

extraordinary things happen

POWER OF SHARING

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ON EYESIGHT AND VISION

“There is nothing more pathetic than a man with eyesight but has no vision”.

Helen Keller

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WHAT ARE SELF-LIMITING MENTAL MODELS? HOW DO THEY INFLUENCE OUR THINKING PROCESSES?

Self-limiting mental models are assumptions or beliefs that “define” what is “easy to do, “possible”, “realistic” or “achievable” and restrict what people aspire for.

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“ I WILL BE HAPPY WITH JUST ONE MORE COW!

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MANY IDEAS MET WITH OPPOSITION

“Who the hell wants to hear actors talk?

Harry Warner, Warner Brothers, 1927On introduction of sound for film

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“THERE IS NO LIKELIHOOD THAT MAN CAN EVER TAP THE POWER .IF SOMEONE DID NOT THINK DIFFERENTLY WORLD WOULD HAVE BEEN DARKAR

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“I THINK THERE IS A WORLD MARKET FOR ABOUT FIVE COMPUTERS.”Thomas

Watson Jr. Founder and Chairman of IBM, 1943

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“EVERYTHING THAT CAN BE INVENTED HAS BEEN INVENTED.”

Charles H. Duell, Commissioner, US Office of Patents, urging President William McKinley to abolish the patents office, 1903.

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“HORSES ARE HERE TO STAY. THE AUTOMOBILE IS ONLY A NOVELTY, A FAD.”

President, Michigan Savings Bank, advising Henry Ford’s lawyer not to invest in Ford Motor. Disregarding the advice, the lawyer invested $5,000 which he later sold for $12.5 million.

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FROM 1977: THERE IS NO REASON FOR ANY INDIVIDUAL TO HAVE A COMPUTER IN HIS HOME.

FROM 1992: PEOPLE WILL GET TIRED OF MANAGING PERSONAL COMPUTERS AND WILL WANT INSTEAD TERMINALS, MAYBE WITH WINDOWS

Ken Olsen, President, Digital Equipment, 1977

Compaq now owns Digital Equipment

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Leadership starts with vision.

dedication and determination.Strong leaders challenge the

status quo

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YOUR LEADERSHIP LESSON STARTS WITH A VISION.

Erik Weihenmayer climbed Mt. Everest in 2001He is completely blind!

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WHO DARES WINS!

“It is not that things are difficult that we do not dare, it is because we do not dare that things are difficult!”

SenecaRoman Philosopher

16 BC

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Which level do leaders operate?

Beyond Imagination

That’s Impossible

Looks Difficult

Easy to do

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Evidence-based thinking and science of the day

Science

ProblemsSolutions

X Y

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What happens when the problem lies outside of the science of the day?

Science

Problems

Solutions ?

YY

X

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What happens when the problem lies outside of the science of the day?

Science

Problems

Solutions ?

YY

X

That’s difficult!

That’s impossible!

That’s beyond imagination!

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OUR BEST THINKING GOT US HERE.

The problems that we face cannot be solved by the same level of thinking that created them.

Albert Einstein

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We need to find solutions outside of the framework of the day!

Science

Problems

Solutions

YX

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SCIENCE VALUES INTUITION AND IMAGINATION TOO!

“Imagination is more important than knowledge.”

Albert Einstein

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Where do leaders operate?

Science ten years from now

Tomorrow’s science

Today’s science

Yesterday’s Science

Problems

Solutions X Y

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WHAT IS DIFFICULT? IMPOSSIBLE? BEYOND IMAGINATION?

We the humans are in two different stages of developmentOne lacks vision and other driven by power of positive vision

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WE DO NOT REACH VISIONS, WE CREATE THEM.

“The future is not a result of a choice among alternative paths offered by the present, but a place that we create, first in the mind, next in will, then in action. The future is not some place where are going, but a place we are creating. We do not discover the paths but make them, and the action of making the future changes both the maker and destination.”

John Schaar

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HOW MUCH CAN A PERSON ACHIEVE?

Unlikely more than the vision.

We can turn things around and say,

a vision limits what we can do!

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THE ONLY TRUE LIMITS ARE THE ONES THAT THE MIND ACCEPTS.

Thomas Edison failed 10,000 times before he perfected the light bulb!

Abraham Lincoln lost 8 elections (local) before he became President of the United States!

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“There are no rules here, we are trying to achieve something!”

Thomas Edison

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HOW DO WE USUALLY DEFINE PROBLEMS”?

1. “Deviation from a norm” or impossible”

2. Existing tool box

- skills-ability to do

- attitude-willingness to do

3. Knee-jerk “this way and only way”

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DEVIATION FROM THE “NORM”

1. Who determines the “norm”? CEO?

2. What if “norm” is the source of the problem?

3. Restoration of “norm” is system maintenance not improvement

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USE EXISTING SOLUTIONS - WHEN WE HAVE A HAMMER, EVERYTHING LOOKS LIKE A NAIL!

1. Manager - everything is a Employee problem.

2. Employee- everything is a management problem.

3. CEO- everything is a capability problem.

4. Clients-everything is delivery problem.

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CONSTRAINED BY LACK OF RESOURCES- CANNOT BRING IN CHANGE

1. Resources are universal constraints - when will we ever have enough?

2. Are we using existing resources effectively?

3. How resourceful are we?

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IS THERE ALTERNATIVE WAY TO DEFINING PROBLEMS?

Define problems in terms of why there is a difference between what we want (shared vision) and what is happening (current situation) and how to bridge this gap

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APPROACH REQUIRES TWO THINGS

1. need to know clearly what we want.

2. need to know clearly what is happening now.

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LEADERSHIP PRINCIPLE

Effective leaders inspire a shared vision.

A shared vision is a picture of a desired future that all stakeholders want to create. The emphasis is on shared, not on vision.

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THINK LIKE ARCHITECTS, NOT LIKE MECHANICS. PROBLEM SOLVING MIND SET IS DIFFERENT FROM THAT OF CREATING SOMETHING NEW!

Mental creation must come first than physical creation

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FEW QUESTIONS TO BE ASKED BY CEO

1. Have we shared vision in our organization?

2. Is there personal vision and shared?

3. Can everyone relate and identify with shared vision of the organisation ?

4. If there is no alignment why?

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THEN COMES STRATEGY

Four levels of strategy

1. Grand strategy

2. Strategy

3. Operational strategy

4. Tactics

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GRAND STRATEGY DEFINES EVERYTHING

Should we go to war? If aim is to leap frog market share

Who is our enemy? Who the nearest competition is

Who are our internal allies?

What price do we want to pay if we fail?

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DECLARING WAR MAY TAKE TIME!

WWII - Roosevelt, Stalin, Churchill

It took the US two years after Nazi Germany invaded parts of Europe before it declared war!

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Grand strategy

Strategic level

Operational level

Tactical level

Shared vision

Policy

Program strategy

Process and campaign strategy

HOW DO STRATEGY CONCEPTS COMPARE WITH MILITARY CONCEPTS?

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Grand strategy

Strategic level

Operational level

Tactical level

Shared vision

Policy

Program strategy

Campaign strategy

HOW DO HEALTH STRATEGY CONCEPTS COMPARE WITH MILITARY CONCEPTS?

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Grand strategy

Strategic level

Operational level

Tactical level

Shared vision

Policy

Program strategy

Campaign strategy

HOW DO HEALTH STRATEGY CONCEPTS COMPARE WITH MILITARY CONCEPTS?

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Grand strategy

Strategic level

Operational level

Tactical level

Shared vision

Policy

Program strategy

Campaign strategy

HOW DO STRATEGY CONCEPTS COMPARE WITH MILITARY CONCEPTS?

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“I HAVE A DREAM!”

It took one man to dream bigMartin luther or Gandhi

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HE DID NOT SAY….“I HAVE A “STRATEGIC PLAN!”

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WHAT IS SHARED VISION?

Emphasis is on shared not on vision.

Description is in the present tense.

Must be easy for people to draw mental picture of that future state

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KEY PURPOSE OF A VISION

Generate new levels of inspiration and energy to change the current situation and create a new future.

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TYPES OF VISIONS

Personal - What do I want to happen or

create?

Shared - What do we want to happen or create?

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PERSONAL AND SHARED VISION

Shared visions emerge from personal visions.

Personal visions come from an individual’s deep caring.

Shared visions come from a common caring.

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1. Where are we now?

2. Where do we want to go?

3. How do we get there?

1. Situation analysis

2. Strategic objectives

3. Strategy partners

CONVENTIONAL APPROACH TO “STRATEGY DEVELOPMENT”

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DISADVANTAGES OF COMMON PRACTICE

1. Situation analysis is often more descriptive (indicators list) and less analytical.

2. “Visions” are set lower because reference point is the current situation (often depressing).

3. Encourages only incremental changes, not fundamental ones.

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SHOULD VISIONS BE BASED ON SITUATION ANALYSIS?

Should we want only what we can have

given the current situation?

Should we aim for what we truly want and change the current situation? 59

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AN ALTERNATIVE WAY

1. Where do we want to go?

2. Where are we now?

3. Why is there a difference?

4. What needs to change?

5. How do we get there?

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AN ALTERNATIVE WAY - DIFFERENT LANGUAGE

1. What do we want to happen?

2. What is happening now?

3. Why is there a difference?

4. What needs to change?

5. How do we nurture change and accountability?

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Current practice

Situation

analysis

Strategic objectives

Strategy

Alternative way

Shared vision

Situation statementRoot cause analysis

Strategic objectives

Strategy

COMPARISON

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ADVANTAGES OF THE NEW WAY

1. Shared vision clarifies what is

important and empowers people to

take initiative.

2. Nurtures analytical thinking.

3. Encourages focus and creativity.

4. Highlights the need for change.

5. Forces confrontation of the “dragons”.

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WHAT DO YOU WANT TO HAPPEN?REACH THE CASTLE OR FOCUS ON DRAGONS?

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ARE YOU AVOIDING THE DRAGONS? SET MILESTONE FOR PROGRESS?

Smartobjectives

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Mile stones

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SMART STRATEGIC OBJECTIVES

SpecificMeasurableAction-orientedRealisticTime bound

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TO IMPROVE YOUR SCORE, KEEP EYE ON THE BALL!

Are people engaged in “target chasing”?

A “revenue number ” is not the ball.

It is the score!

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SHARED VISIONARIES ASK:

What do we want to happen?

Or What do we want to create?

NOT

What is feasible given present conditions?

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HOW “BIG” SHOULD OUR VISION BE?

The answer is how deeply do we care? How much are we willing to change?

Every vision has a price. If stakeholders really want

something, they must be willing to pay the price.

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HOW “BIG” SHOULD VISION BE?

1. “Floor setting” - “At least” we should…..

2. “Go for ceiling” - What we truly want “no matter what”.

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AT LEAST TO MOVE CLOSER TO THE CASTLE SO I CAN RESCUE MY FAMILY IN PRISON.

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TO RESCUE OUR FAMILIES, NOMATTER WHAT!

SharedVision

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KEY QUESTION

What would we do if we were not afraid?

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GREAT PEOPLE WITH VISION

Vision

“Care for the dying”

Initial reaction

“You will die yourself”

Price paid

Life of sacrifice

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Vision

“An independent India”

Initial reaction

“But that will never happen!”

Price paid

His life.

GANDHI

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FOUNDER OF PAKISTAN - JINNAH

Vision - A new country -Pakistan

Initial reaction -

“ But that is impossible!”

Price - Struggle and much suffering

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Vision

“No man should be a slave. Everyone man is created equal. ”

Initial reactions

“You are going to break the nation apart!”

Price paid

His life

ABRAHAM LINCOLN

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Vision

A democratic South Africa free of apartheid

Initial reactions

You’re crazy!

Price paid

27 years in prison

NELSON MANDELA

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TO CHANGE SOMETHINGSOME OLD WAYS HAVE TO STOP!

SELECTIVELY DISCARD PASTMAINTAIN ALL GOOD OF THE PRESENTAGGRESSIVELY PURSUE FUTURE TOBECOME CATEGORY KILLER

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“That’s ideal, we live in the real world!”

“That is impossible!”

OLD LANGUAGE PATTERNS

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“Do that and you will become a bus driver!”

“You are throwing your career away!”

“Are you crazy?”

OLD LANGUAGE PATTERNS

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If you are a new Era

leader then your response – has to have New language

patterns

If not now, then when to start?

If not me, then who will do ?

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ROLES AND RESPONSIBILITIES

ORGANIZATION LEADERSHIP

RESULTS,MAINTEN

ANCE AND

DEVELOPMENT OF RESOURCES/CAPABILITIES ,INTEGRATIO

N

TASK OREINTATION

MEDIATOR

MOTIVATOR

DESIGNER

COMBINE TECHNICAL,

Financial .

HUMAN AND values ASPECTS

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ROLES AND RESPONSIBILITIES

•CLARITY OF vision•INTENSITY OF ACTION•ALIGNMENT•SETTING EXAMPLE

PERSONAL LEADERSHIP

INFLUENCE

Enabling

Enlisting Encouraging from

heart

IDEALS ( COURAGE, HUMILITY)

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LEADER ’S ROLES AND RESPONSIBILITIES

ARCHITECT OF PURPOSE

CUSTODIAN OF CORPORATE OBJECTIVES

CONCEPTUALIZE CORPORATE Goals

Direct Team towards end goals

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Thank You

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