VISIONVISIONQUESTQUEST

TOMORROW’S TOMORROW’S BUSINESSBUSINESS

WILL NEVER BE DONEWILL NEVER BE DONEIF YOU MIX WITH IF YOU MIX WITH

TODAY’STODAY’S

WHERE YOU ARE GOING WHERE YOU ARE GOING MATTERS MORE THAN MATTERS MORE THAN

WHERE YOU HAVE BEENWHERE YOU HAVE BEEN

VISIONVISION•A compelling SENSE OF A compelling SENSE OF

DIRECTION for your organizationDIRECTION for your organization

•A statement of intention that A statement of intention that defines a destination or future defines a destination or future state of affairs of your state of affairs of your organization organization

WHAT YOU WANT TO BE!!!WHAT YOU WANT TO BE!!!

IF AIN’T BROKE IF AIN’T BROKE DON’T FIX ITDON’T FIX IT

• The best time to try something new, to The best time to try something new, to take risks, or to shift direction is in good take risks, or to shift direction is in good times, not bad.times, not bad.

• It is 100% better to act than to reactIt is 100% better to act than to react• It is better to fix things that are not It is better to fix things that are not

brokenbroken• ““When things were tough and rough, busy When things were tough and rough, busy

managing crisis; no time to think about managing crisis; no time to think about the future.” When it is news, you lose. the future.” When it is news, you lose.

DO NOT PROTECT THE PASTDO NOT PROTECT THE PASTMANAGE GROWTHMANAGE GROWTH

LEAVE NO STONES LEAVE NO STONES UNTURNEDUNTURNED

•EFFECTIVELY INEFFICIENTEFFECTIVELY INEFFICIENTDOING THE RIGHT THINGS WRONGDOING THE RIGHT THINGS WRONG

•EFFICIENTLY INEFFECTIVEEFFICIENTLY INEFFECTIVEDOING THE WRONG THINGS RIGHTDOING THE WRONG THINGS RIGHT

READ BETWEENREAD BETWEENTHE LINESTHE LINES

•EMOTIONALLY LOGICALEMOTIONALLY LOGICALUse your heart with the headUse your heart with the head

•LOGICALLY EMOTIONALLOGICALLY EMOTIONAL Use your head with the heartUse your head with the heart

CAVEAT…CAVEAT…• Evidence of confusion about purposeEvidence of confusion about purpose

• Burned out. Not having fun anymore.Burned out. Not having fun anymore.

• Cynical about the presentCynical about the present

• Pessimistic about the futurePessimistic about the future

• Losing market positionLosing market position

• Emerging new competitionEmerging new competition

• Competition serves them betterCompetition serves them better

MORE RED FLAGSMORE RED FLAGS• Signs of decline in prideSigns of decline in pride• Working for paycheck aloneWorking for paycheck alone• Resisting changeResisting change• Absence of shared progress or Absence of shared progress or

momentummomentum• People constantly trying to find out People constantly trying to find out

through the grapevine what is in through the grapevine what is in store for themstore for them

• Trust and respect for top Trust and respect for top management management

GUIDELINEGUIDELINESS• Write ideas or issues for your eyes onlyWrite ideas or issues for your eyes only

• Prepares you for discussionPrepares you for discussion• Allow enough time to reflectAllow enough time to reflect• Think of the future, boldlyThink of the future, boldly• Develop fresh perspectiveDevelop fresh perspective• Don’t rule out possibilitiesDon’t rule out possibilities• Think what it needs to do now to prepare Think what it needs to do now to prepare

for challenges to comefor challenges to comeONE STEP BACKWARDONE STEP BACKWARDTWO STEPS FORWARDTWO STEPS FORWARD

REQUIREMENTREQUIREMENTSS

• EAGER TO PARTICIPATEEAGER TO PARTICIPATE• WILLING TO COMMIT TIMEWILLING TO COMMIT TIME• THOUGHTFUL, CREATIVE AND THOUGHTFUL, CREATIVE AND

IMAGINATIVEIMAGINATIVE• STRATEGIC THINKERSSTRATEGIC THINKERS• OPEN AND COOPERATIVEOPEN AND COOPERATIVE• EFFECTIVE COMMUNICATORSEFFECTIVE COMMUNICATORS• PERSUASIVE BUT NOT OVERLY PERSUASIVE BUT NOT OVERLY

ARGUMENTATIVEARGUMENTATIVE

MAESTROMAESTRO• MentorMentor• GuideGuide• CoachCoach• LeaderLeader• Direction SetterDirection Setter• CatalystCatalyst• Change AgentChange Agent• SpokesmanSpokesman

MAKES THINGS HAPPEN ACCORDINGMAKES THINGS HAPPEN ACCORDINGTO THE SWAY OF THE BATONTO THE SWAY OF THE BATON

VISION CRITERIAVISION CRITERIA• FUTURE-ORIENTEDFUTURE-ORIENTED• UTOPIANUTOPIAN• APPROPRIATEAPPROPRIATE• HIGH IDEALSHIGH IDEALS• CLARITY OF PURPOSE AND DIRECTIONCLARITY OF PURPOSE AND DIRECTION• INSPIRE ENTHUSIASM AND ENCOURAGE INSPIRE ENTHUSIASM AND ENCOURAGE

COMMITMENTCOMMITMENT• REFLECT UNIQUENESSREFLECT UNIQUENESS• AMBITIOUSAMBITIOUS• DISTINCTIVE COMPETENCEDISTINCTIVE COMPETENCE

OBJECTIVEOBJECTIVESS• ORGANIZATION TRANSFORMATIONORGANIZATION TRANSFORMATION

• ORGANIZATION RENEWALORGANIZATION RENEWAL

• ORGANIZATION REVIEWORGANIZATION REVIEW

• STRATEGIC PLANNINGSTRATEGIC PLANNING

• MANAGEMENT DEVELOPMENTMANAGEMENT DEVELOPMENT

• LEADERSHIP ORIENTATIONLEADERSHIP ORIENTATION

• TEAM BUILDINGTEAM BUILDINGCHANGE FAVORS THE PREPARED MINDCHANGE FAVORS THE PREPARED MIND

MEANS TO AN MEANS TO AN ENDEND

• Jumpstarts the future by calling forth Jumpstarts the future by calling forth the energies, talents, resources to the energies, talents, resources to make things happenmake things happen

• Attracts commitment and energizes Attracts commitment and energizes

• Provides challenge worthy of best Provides challenge worthy of best efforts efforts

• Bridges present and future creating link Bridges present and future creating link between now and its futurebetween now and its future

WHERE YOUR TOMORROW BEGINSWHERE YOUR TOMORROW BEGINS

VISIONING AS A VISIONING AS A GROUP DECISIONGROUP DECISION

• Group has far more information available Group has far more information available than any single individualthan any single individual

• Individual ideas and unique perspective Individual ideas and unique perspective cascade to the groupcascade to the group

• Each idea triggers additional thoughts Each idea triggers additional thoughts by others that augment or improve upon by others that augment or improve upon the original idea or stimulate new the original idea or stimulate new insights insights

NO MAN IS AN ISLAND!!!NO MAN IS AN ISLAND!!!

ADVANTAGE OF ADVANTAGE OF GROUP PROCESSGROUP PROCESS

• Broad range of viewpoints and expertise Broad range of viewpoints and expertise • Ideas to be tested form shared visionIdeas to be tested form shared vision• Team-building benefits when values and Team-building benefits when values and

dreams are shared dreams are shared • Understand the demands of the enterpriseUnderstand the demands of the enterprise• Explore challenges and exploit opportunitiesExplore challenges and exploit opportunities

TWO HEADS ARE BETTER THAN ONETWO HEADS ARE BETTER THAN ONE

VISION VISION SOURCESOURCE

•VISION AUDITVISION AUDIT

•VISION SCOPEVISION SCOPE

•VISION CONTEXTVISION CONTEXT

•VISION CHOICEVISION CHOICE

SESSIONSSESSIONS• Think through and clarify issuesThink through and clarify issues• Explain your position or stanceExplain your position or stance• Listen to views of othersListen to views of others• BrainstormBrainstorm• Find common groundFind common ground• Generate creative new ideas that Generate creative new ideas that

resolve or transcend conflictsresolve or transcend conflicts

ATTACK ISSUES NOT PERSONALITIESATTACK ISSUES NOT PERSONALITIES

LIVE THE LIVE THE VISIONVISION

•Translate words into realityTranslate words into reality

•Spokesperson to drive decisions Spokesperson to drive decisions and strategies for changeand strategies for change

•Empowers people to achieve Empowers people to achieve personal success and fulfillmentpersonal success and fulfillment

LEAD PEOPLE. MANAGE PROCESS.LEAD PEOPLE. MANAGE PROCESS.

VISION AUDITVISION AUDIT•Nature of the organizationNature of the organization

•CharacterCharacter

•Values Values

•Strengths and weaknessesStrengths and weaknesses

•What it is trying to What it is trying to accomplish and whyaccomplish and why

MISSION/PURPOSEMISSION/PURPOSE•Organization’s mission or purposeOrganization’s mission or purpose •How well is this understoodHow well is this understood•To what extent does it shape actions:To what extent does it shape actions:Managers and staffManagers and staffCustomers and/or end usersCustomers and/or end usersBoard of DirectorsBoard of DirectorsGeneral publicGeneral public

VISION IS NOTVISION IS NOT A MISSION A MISSION

A MISSION IS TO A MISSION IS TO STATE ITS STATE ITS

PURPOSE NOT ITS PURPOSE NOT ITS DIRECTION.DIRECTION.

CHARACTER OF THE CHARACTER OF THE INDUSTRYINDUSTRY

• Institutional frameworkInstitutional framework

• Characterize in terms of size, scope, Characterize in terms of size, scope, and diversityand diversity

• Industry shift or change over the past Industry shift or change over the past five to ten tearsfive to ten tears

• Issues confronting the industryIssues confronting the industry

• Major competitors and best qualitiesMajor competitors and best qualities

• Unique position/distinctive competenceUnique position/distinctive competence

CRITICAL SUCCESS CRITICAL SUCCESS FACTORSFACTORS

•Areas of ExcellenceAreas of Excellence•Performance in the last few years Performance in the last few years

with each measure of successwith each measure of success•Area of the business functions to Area of the business functions to

excel to succeed in the futureexcel to succeed in the future•Area of Excellence five to ten years Area of Excellence five to ten years

from nowfrom now

VALUES AND VALUES AND ORGANIZATIONAL ORGANIZATIONAL

CULTURECULTURE• Shared key values and attitudesShared key values and attitudesPriorities and PerformancePriorities and PerformanceManagers, employees, customersManagers, employees, customers• Values important today than they used Values important today than they used

toto• Why have they become importantWhy have they become important• Open to innovation and change?Open to innovation and change?• Obstacles to innovation and change Obstacles to innovation and change

SPEAK UP OR FOREVER SPEAK UP OR FOREVER HOLD YOUR PEACEHOLD YOUR PEACE

STRENGTHS AND STRENGTHS AND WEAKNESSESWEAKNESSES

•Strengths and weaknesses in Strengths and weaknesses in each of the business each of the business functionsfunctions

•Strengths to build on in the Strengths to build on in the futurefuture

•Weaknesses to overcome if Weaknesses to overcome if it is to succeedit is to succeed

VISION ANDVISION ANDSTRATEGYSTRATEGY

•Current strategyCurrent strategy

•Strategic support and how well it Strategic support and how well it is doingis doing

•Clearly stated vision?Clearly stated vision?

•Conflicting points of view Conflicting points of view regarding directionregarding direction

•Likely outcome a decade from Likely outcome a decade from nownow

VISION VISION SCOPESCOPE•Who is in? Who is not?Who is in? Who is not?

•What is in? What is out ?What is in? What is out ?•What should/must be done?What should/must be done?•When to accomplish?When to accomplish?•Where to accomplish?Where to accomplish?

ALL VISIONS MUST DEAL ALL VISIONS MUST DEAL WITH THE FUTUREWITH THE FUTURE

STAKEHOLDERSSTAKEHOLDERS AND THEIR AND THEIR

NEEDSNEEDS•Important stakeholdersImportant stakeholders

•Interests and expectations of Interests and expectations of each stakeholder regarding each stakeholder regarding the future of the organizationthe future of the organization

•What do you think would be What do you think would be the best future outcome for the best future outcome for the organization?the organization?

THREATS AND THREATS AND OPPORTUNITIESOPPORTUNITIES

•Threats and Threats and opportunities for each opportunities for each stakeholder likely to stakeholder likely to pose for the pose for the organization in the organization in the futurefuture

VISION VISION BOUNDARIESBOUNDARIES

•How far ahead the vision How far ahead the vision should focusshould focus

•Geographical constraintsGeographical constraints

•Product or service constraintsProduct or service constraints

•Social and political constraintsSocial and political constraints

•Any critical issues that should Any critical issues that should be addressed in a new visionbe addressed in a new vision

EXAMPLES OFEXAMPLES OF MEASURE OF SUCCESS MEASURE OF SUCCESS• GROWTH MEASURES: Sales Growth, GROWTH MEASURES: Sales Growth,

Profitability, Market Share, ROIProfitability, Market Share, ROI• COST REDUCTION MEASURES: Raw COST REDUCTION MEASURES: Raw

Material, Processing, Material, Processing, Transportation, Marketing and Transportation, Marketing and DistributionDistribution

• IMAGE: Customer Satisfaction, IMAGE: Customer Satisfaction, Returns and Complaints, ReputationReturns and Complaints, Reputation

• INNOVATION: New Product INNOVATION: New Product Introduction and Development, Introduction and Development, Improved Production ProcessesImproved Production Processes

VISION CONTEXTVISION CONTEXT• Considering the possibilitiesConsidering the possibilities• You have no control over the You have no control over the

external environment but can have external environment but can have influence overinfluence over

• Future is composed of three parts:Future is composed of three parts:ContinuityContinuityChangeChangeChoiceChoice

FUTURE NEEDS FUTURE NEEDS AND WANTSAND WANTS

•Major changes that Major changes that can be expected to can be expected to affect the future needs affect the future needs and wants served by and wants served by the organizationthe organization

FUTURE CHANGES FUTURE CHANGES IN STAKEHOLDERSIN STAKEHOLDERS•Future changes that Future changes that can be expected with can be expected with regard to each regard to each stakeholder that could stakeholder that could affect the organizationaffect the organization

FUTURE FUTURE ECONOMIC ECONOMIC

ENVIRONMENTENVIRONMENT•Major changesMajor changes that can that can be expected in the be expected in the relevant economic relevant economic environments, environments, including the including the competitive contextcompetitive context

FUTURE FUTURE TECHNOLOGICAL TECHNOLOGICAL ENVIRONMENTENVIRONMENT

•Major changes that can Major changes that can be expected in the be expected in the scientific and scientific and technological technological environments of the environments of the organizationorganization

OTHER RELEVANT OTHER RELEVANT CHANGESCHANGES

IN THE ENVIRONMENTIN THE ENVIRONMENT•Major changes that can Major changes that can be expected in other be expected in other environments of the environments of the organization organization (international and (international and institutional)institutional)

FUTURE FUTURE POLITICAL POLITICAL

ENVIRONMENTENVIRONMENT•Major changes that can Major changes that can be expected in the be expected in the relevant political and relevant political and regulatory regulatory environments (national environments (national and local)and local)

FUTURE SOCIAL FUTURE SOCIAL ENVIRONMENTENVIRONMENT

•Major changes that can be Major changes that can be expected in the relevant expected in the relevant social environment, such social environment, such as values, worker as values, worker expectations, attitudes expectations, attitudes (public and personal)(public and personal)

FUTURE FUTURE DEVELOPMENTSDEVELOPMENTS

• Assess significance and probabilitiesAssess significance and probabilities

• Build scenariosBuild scenariosBusiness as usualBusiness as usualMarket DrivenMarket DrivenTechnology DrivenTechnology Driven

• Draw implicationsDraw implications

THE FUTURE IS NOT ALWAYS THE FUTURE IS NOT ALWAYS

WHAT IT USED TO BEWHAT IT USED TO BE

VISION CHOICEVISION CHOICE

• Attract commitment and energizes Attract commitment and energizes

• Creates meaning in their livesCreates meaning in their lives

• Establishes standards of excellenceEstablishes standards of excellence

• Bridges the present and the futureBridges the present and the future

• Transcends the status quoTranscends the status quo

• Fills the gap between where it is and Fills the gap between where it is and where it wants to bewhere it wants to be

““WE DID IT!!!”WE DID IT!!!”

VISION VISION STATEMENT STATEMENT

POSSIBILITIESPOSSIBILITIES•Product/Service InnovationProduct/Service Innovation

•Customer/Market Customer/Market

•Geographical CoverageGeographical Coverage

•Operations/Technology Operations/Technology InnovationInnovation

•OthersOthers

RIGHT TO LEFT RIGHT TO LEFT THINKINGTHINKING

• START WITH CONCLUSION AND END START WITH CONCLUSION AND END WITH INTRODUCTIONWITH INTRODUCTION

• HISTORY ONLY FACING BACKWARDSHISTORY ONLY FACING BACKWARDS• A DREAM WORLD THAT CANNOT BE A DREAM WORLD THAT CANNOT BE

OBSERVED AND VERIFIED IN OBSERVED AND VERIFIED IN ADVANCEADVANCE

• IF YOU DON’T KNOW WHERE YOU’RE IF YOU DON’T KNOW WHERE YOU’RE GOING, YOU DON’T KNOW IF YOU GOING, YOU DON’T KNOW IF YOU HAVE ARRIVEDHAVE ARRIVED

• MENTAL MODEL THAT HAS POWER TO MENTAL MODEL THAT HAS POWER TO TRANSFORM INTO REALITYTRANSFORM INTO REALITY

VISION PROVIDES VISION PROVIDES DIRECTIONDIRECTION

•STRATEGY PROVIDES THE STRATEGY PROVIDES THE FRAMEWORK FOR GETTING FRAMEWORK FOR GETTING THERETHERE

•VISION SERVES AS GUIDING VISION SERVES AS GUIDING LIGHT OR SIGNPOST FOR LIGHT OR SIGNPOST FOR STRATEGY (MATCH RESOURCES STRATEGY (MATCH RESOURCES WITH OPPORTUNITIES) WITH OPPORTUNITIES)

FORMING VISION FORMING VISION STATEMENTSSTATEMENTS

•Find most compelling and Find most compelling and persuasive statement of the persuasive statement of the visionvision

•Offer a metaphor Offer a metaphor

•Short slogan that conveys Short slogan that conveys the spirit of the vision as you the spirit of the vision as you see itsee it

STRATEGIC STRATEGIC IMPLEMENTATIONIMPLEMENTATION

SS•Ideas about 3-5 year goals Ideas about 3-5 year goals toward the achievement of visiontoward the achievement of vision

•Strategic alliance worth exploringStrategic alliance worth exploring

•Additional resources neededAdditional resources needed

•Factors that should be tracked Factors that should be tracked and monitoredand monitored

•Organizational changesOrganizational changes

WITHOUT VISIONWITHOUT VISIONPEOPLE PERISHPEOPLE PERISH

PROVERB 8:11PROVERB 8:11

Manny Martinez, PhDManny Martinez, PhDSMARTMOVES CONSULTANCYSMARTMOVES CONSULTANCY

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