COMPREHENSIVE VISIONING
This set of slides is intended to provide a basis for
stimulating a comprehensive discussion on vision.
The slides are a means to think through what you
mean by a vision and the process you intend to use
to develop it rather than a specific tool to do so –
however they do form a good basis for discussion
and syndicates to move things forward.
Please do not attempt to use these slides as part of
a presentation until you have read and fully
understood the relevant sections of this website,
you know how each slide builds, and you are clear
on the points you wish to make with them.
© Tesseract Management Systems / Managing by Design / 2002 -
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External
Intensity
Envisioned future
(Knowing where
you are going):
Aspirational
Dimensions
of Vision
Core ideology
(Knowing who
you are):
Internal
Focus
Expedient
Clear plans for how
you will advance
into an uncertain
future (e.g. Vivid
description of
BHAGs)
How you will
remain steadfast
The values and
purposes you will
always stand for!
© Tesseract Management Systems / Managing by Design / 2002 -
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compelling
aspiration…
(strategic growth
factors?)
Aspirational
Aspects Aspirational
Joint ambitious
of Visiongoals (BHAGs),
Cultural
Shared core
values, common
core purposes,
fellowship and
culture…
Commercial
Intellectual
Common image/
brand / market
External
strategy, shared
responsibilities,
shared customers,
referrals…
Common processes,
economies of scale,
agility/alliances,
synergies in
delivering
strategies…
Expedient
Procedural
Shared intelligence,
insight, common
Internal
basis of evaluation,
portability of people
& ideas…
Educational
Shared learning,
common best-practice
programmes,
benchmarking…
© Tesseract Management Systems / Managing by Design / 2002 -
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Envisioned Future
Proposals?
Questions?
Shared core
values, common
core purposes,
fellowship and
culture…
Common image/
brand / market
strategy, shared
responsibilities,
shared customers,
referrals…
Vision
Intellectual
Shared intelligence,
insight, common
basis of evaluation,
portability of people
& ideas…
Common processes,
economies of scale,
agility/alliances,
synergies in
delivering
strategies…
Shared learning,
common best-practice
programmes,
benchmarking…
Conflict
Educational
Competition
Concerns
Autonomy
Procedural
Competitive Strategy
Relationships
Joint ambitious
goals (BHAGs),
compelling
aspiration…
(strategic growth
factors?)
Synergy
Benefits
Leadership
Aspirational
Cultural
Commercial
Influence…
Core Ideology
Influence…
Custom & Practice
© Tesseract Management Systems / Managing by Design / 2002 -
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Benefits that people might seek
Shared learning and insight / Fellowship
Support in achieving a common goal (or targets)
Synergies and shared resources
Shared burden or responsibility (e.g. social)
Consistent impression (e.g. branding) / addressing
misaligned behaviours
Security / addressing ‘external’ threats
Economies of scale
Passing on opportunities / advocacy
© Tesseract Management Systems / Managing by Design / 2002 -
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Concerns that might be raised
Loss of freedom or autonomy
Bureaucracy / non-value-add activities
Increased vulnerability to poor behaviour in others
Lack of fulfilment / fizzling out
Tortuous central meetings / Abilene paradox
Distraction from core business
Tensions from business reporting lines outside the
core organisation
(Stick to beat us with)
(Who cares?)
© Tesseract Management Systems / Managing by Design / 2002 -
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Probable steps to a vision:
Developing understanding & building relationships
Understand the CEO: Intended role, his/her ideas,
perceived opportunities/risks, how he/she uses others?
Understand the Attendees: Potentials between their
business & partners, fulfilment/frustration, opportunities
/risks, personal drivers, expectations of the workshop?
Analyse & Plan: Understand common areas of
opportunity, agree key levers & roles, develop process
Facilitate Workshop: According to plan & expectations
Set maintenance processes in place
© Tesseract Management Systems / Managing by Design / 2002 -
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Understand the CEO
Their aspirations for what the common vision might
be: opportunities that exist, and potential pitfalls.
His/her view of the key growth drivers for Us for the
future? and role of a common vision therein?
How does CEO see his/her own role in developing
that vision, in maintaining it, and in coaching
allegiance to it (is the process of vision development
intended to be formative for CEO and his/her team?)
Does CEO see the team under him/her as
homogenous, or does he/she have particular
‘partners’ with whom he/she can share the burden of
‘establishing’ the vision and making it work in the
rump of his/her team? (And what is their current
thinking on the situation and its possibilities?)
© Tesseract Management Systems / Managing by Design / 2002 -
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Understand The Attendees
Potential of our Organisation to their business & vice
versa? Is the potential is fulfilled/frustrated? Factors?
Key growth drivers for Organisation for the future?
Importance of common vision in exploiting these?
(synergies of brand & ‘global network’?)
What else do they see as the potential of a shared
vision within the Organisation? Risks and concerns?
Importance of our principles & their impact on
Management behaviour, team working, culture?
What is success in their eyes? Their role in that?
How do they reconcile their responsibilities for their
part of the business & ‘responsibilities to the wider
organisation’? What drives them this way? (Is this
likely to change?)
© Tesseract Management Systems / Managing by Design / 2002 -
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Analyse & Plan
Implied premise:
The ‘vision’ is ultimately a
function of the leader(ship)
– the workshop merely
provides a flying start.
Analyse the feedback.
Common areas of opportunity and concern?
Key levers to emphasise in building commitment to a
vision? What should an effective vision encompass?
What will be key in keeping the vision alive? What
does CE need to undertake to ensure that happens?
Plan the workshop (and beyond…)
Structure a pair of practical workshops to develop a
conclusion which has the commitment of the board.
Draft a maintenance programme to fully exploit and
build on the conclusions. (CEO’s role?)
Develop a workshop programme and materials to
develop the common vision and best support CEO.
© Tesseract Management Systems / Managing by Design / 2002 -
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Set Maintenance Processes In Place
Measurement, review
& corrective action
Reinforcement &
regular communication
Aspirational
Cultural
Joint ambitious
goals (BHAGs),
compelling
aspiration…
(strategic growth
factors?)
Shared core
values, common
core purposes,
fellowship and
culture…
Belief,
commitment,
Vision
confidence,
capability,
…
Commercial
Meeting structures &
operational practice
Building on opportunity
& addressing risk
Common image/
brand / market
strategy, shared
responsibilities,
shared customers,
referrals…
Intellectual
Shared intelligence,
insight, common
basis of evaluation,
portability of people
& ideas…
Procedural
Educational
Common processes,
economies of scale,
agility/alliances,
synergies in
delivering
strategies…
Shared learning,
common best-practice
programmes,
benchmarking…
Coaching, challenging
& conflict resolution
Reward & recognition
(proven success)
© Tesseract Management Systems / Managing by Design / 2002 -
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Common
Processes
…
Example of SWOT Based Visioning
Delivery
Path
VISIO
N
Clear
S W
O T
Where we
are now!
1
Statements
of
Intent
Supporting
behaviours
& attitudes
…
The direction
we want to go
2
To what How we will
extent?
get there
3
4
The personal
implications
5
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