Develop vision and strategy
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A L I G N K E Y S TA K E H O L D E R S
E N G A G E O R G A N I Z AT I O N
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UNDERSTAND Understand the need for change.
ENLIST Enlist a core change team.
ENVISAGE Develop vision and strategy.
MOTIVATE Create a sense of urgency.
COMMUNICATE Communicate the vision.
ACT Take action.
CONSOLIDATE Consolidate gains.
Does the concept of vision make you roll your eyes? Does the mere mention of the word make you fear incessant probing into your “deepest values” and “true feelings”? Unfortunately, the concept of vision has been diluted by misuse.
Despite its negative associations, you must create a strong vision to manage change successfully.
A vision is a description of a desired end state. It is a foundation for new strategies and initiatives. It will support your change initiative and help you defend new strategies and tactics. It will help people adjust to change because it provides guidance and coherence in turbulent times. Be sure your new vision has the following characteristics (source: John Kotter):
Tangible It has imaginable, concrete attributes. It should convey a clear picture of the future state.
Desirable It appeals to employees, customers and other important stakeholders. You’ll benefit by helping people answer the top-of-mind question, “What’s in it for me?”
Feasible and Flexible The vision must be attainable. In early years, stated goals should leave room for initiative and alternative responses.
Focused The vision should address fundamental challenges and not the peripheral.
Simple The vision should be simple enough to explain in five minutes or less.
If vision describes where you want to go, strategy describes how you will get there.
Strategies provide a framework to guide day-to-day operational decisions. A strategy is more detailed than a vision, dealing with issues such as market definition, product/service definition, commitment to certain systems, structures and processes and competitive differentiation.
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