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That’s the first part finished. Well done!
Here are some questions about your organisation’s long-term ultimate goals (your vision), about why you exist (your mission), and about what you value along the way (your values).
Which statement best matches your organisation?
We have no vision
We have a vision that only the board/management know about, but that we DON’T follow
We have a vision that most people in the organisation know about, but that we DON’T follow
We have a vision that only the board/management know about and that we act on (consciously/unconsciously)
We have a vision that most people in the organisation know about and that we act on (consciously/unconsciously)
Transformation researcher John Kotter says about vision: Creating a force in the right direction requires a clear vision. A good vision achieves three things: it simplifies complexities, it inspires people to move in the right direction even under uncertainty, and it coordinates different activities by allowing staff members who understand where they are heading to make decisions in the right direction.
A vision is particularly important in the early stages of transformation; hence the Values and Vision & Mission motor must precede the others.
Transformation researcher John Kotter says about vision: Creating a force in the right direction requires a clear vision. A good vision achieves three things: it simplifies complexities, it inspires people to move in the right direction even under uncertainty, and it coordinates different activities by allowing staff members who understand where they are heading to make decisions in the right direction.
A vision is particularly important in the early stages of transformation; hence the Values and Vision & Mission motor must precede the others.
Transformation researcher John Kotter says about vision: Creating a force in the right direction requires a clear vision. A good vision achieves three things: it simplifies complexities, it inspires people to move in the right direction even under uncertainty, and it coordinates different activities by allowing staff members who understand where they are heading to make decisions in the right direction.
A vision is particularly important in the early stages of transformation; hence the Values and Vision & Mission motor must precede the others.
Transformation researcher John Kotter says about vision: Creating a force in the right direction requires a clear vision. A good vision achieves three things: it simplifies complexities, it inspires people to move in the right direction even under uncertainty, and it coordinates different activities by allowing staff members who understand where they are heading to make decisions in the right direction.
A vision is particularly important in the early stages of transformation; hence the Values and Vision & Mission motor must precede the others.
Which statement best matches your organisation?
Our overriding vision does not consider the digital perspective
Our overriding vision does not consider the digital perspective, but we have a separate digital vision
Our overriding vision considers the digital perspective, and we also have a separate digital vision
We have ONE vision in the company and it considers the digital perspective
The purpose of a digital vision is to simplify, improve quality and to inject a sense of urgency into the change process. The digital vision should only be present during a transition phase. Cap Gemini and MIT demonstrate in a study that something that distinguishes the most digitally mature companies from the less mature, is that the former has a clear vision for the digitalization that is widely communicated in the organization.
Is there a clear reason as to why your organisation exists (apart from earning money, if you are a commercial organisation)?
No
Yes, but it does not engage anyone
Yes, and it engages our external environment but not our employees
Yes, and it engages our employees but not our external environment
Yes, and it engages our employees and our external environment
See Simon Sinek’s classic TED talk “Start With Why”, in which Sinek explains that the answer to “why” is essential in order to create engagement. He says, “People don’t buy what you do. They buy why you do it”.
Here you can read about Doberman’s view on mission and how they generate a force from it.
See Simon Sinek’s classic TED talk “Start With Why”, in which Sinek explains that the answer to “why” is essential in order to create engagement. He says, “People don’t buy what you do. They buy why you do it”.
Here you can read about Doberman’s view on mission and how they generate a force from it.
Which statement best matches your organisation?
Our overriding mission does not consider the digital perspective
Our overriding mission does not consider the digital perspective, but we have a separate digital mission
Our overriding mission considers the digital perspective, and we also have a separate digital mission
We have ONE mission in the organisation and it considers the digital perspective
The purpose of a digital mission, as with digital vision, is to simplify, improve quality and to create a sense of urgency around the change. A digital mission serves a purpose mainly in the beginning of the transformation.
Which statement best matches your organisation?
I don’t know if we have any particular values in the organisation
Our values are expressed, but no one lives by them
We have no expressed values, but there is a consensus on what they are and they are complied with
Our values are expressed and they are complied with
Jim Collins, author of the best seller Good To Great, has designed an exercise to help organizations identify their values. Its called The Mars group. To the exercise.
Tony Hsieh is a unique CEO with many new fresh thoughts about leadership and organizations. Listen to what he has to say about values and how they become the foundation for a corporate culture.
Which statement best matches your organisation?
The values, vision and mission do not provide any clear guidance for the organisation
The values, vision and mission provide clear guidance for the organisation, but they are perceived as inhibitive
The values, vision and mission provide clear guidance for the organisation, and they allow scope for independent action
If you don’t know why an organization exists or where it is heading or what it values along the way, then it’s next to impossible to implement a transformation. The following three exercises are a great start for this work.
1. Formulate values (The Mars group)
2. Formulate vision
3. Formulate mission
Being able to pick the right change wave is essential in a fast changing world. Having an effective and efficient process for continuous market analysis is key. Which change waves impact your industry the most?
Try these exercises:
Being able to pick the right change wave is essential in a fast changing world. Having an effective and efficient process for continuous market analysis is key. Which change waves impact your industry the most?
Try these exercises:
Being able to pick the right change wave is essential in a fast changing world. Having an effective and efficient process for continuous market analysis is key. Which change waves impact your industry the most?
Try these exercises:
Being able to pick the right change wave is essential in a fast changing world. Having an effective and efficient process for continuous market analysis is key. Which change waves impact your industry the most?
Try these exercises:
Being able to pick the right change wave is essential in a fast changing world. Having an effective and efficient process for continuous market analysis is key. Which change waves impact your industry the most?
Try these exercises:
Being able to pick the right change wave is essential in a fast changing world. Having an effective and efficient process for continuous market analysis is key. Which change waves impact your industry the most?
Try these exercises:
