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Olympic Gold And Visioning ScopeFriday 09/21/2012
HankHank Moore / Corporate Strategistâ„¢

Olympic Gold And Visioning Scope


An event of this year signified the opportunities for business to go past the downturn and succeed on their own.  We were inspired by the Olympic Games. 

Here are some business take-backs that may be interpreted through the prism of the Olympic Games:

            *  Grabbing your own gold means different things to different people.

            *  We must celebrate the journey, the hard work and the process of getting there, not just the moment of glory.

            *  Having people believing in you makes all the difference.

            *  True champions will support and nurture others.

            *  No champion made it without good coaching.  Having a qualified, experienced business mentor is the sure path to your success.


Most organizations know why they exist and their purpose.  Those fundamental elements constitute a Mission Statement.


Most organizations never go past the Mission Statement.  Thus, they fail to realize potential.  Having a purpose by itself does not make the organization materialize, much less be successful.


Visioning is the process where good ideas become something more.  Visioning is a catalyst toward long-term evaluation, planning and implementation.  Visioning is a jump-off point by which forward-thinking organizations ask: What will we look like in the future?  What do we want to become?  How will we evolve?  Vision is a realistic picture of what is possible.


Businesses, communities and organizations will succeed by having, communicating and garnering support for a Shared Vision.  Visioning sets the stage for necessary processes, such as growth strategies, re-engineering, training, enhancing shareholder value and organizational development.  Without visioning, the community simply performs band-aid surgery on problems as they occur.  The Vision provides continuous guidance to employees at every level as to how they should manage their respective responsibilities.


Visioning must be Big Picture in perspective.  It must creatively focus upon the whole and then the parts of the organization, as they relate to the whole.  It is a process by which a Strategic Plan and Visioning program components come off the shelf and alive into action, relative to all levels of the organization:

1.  Resource.   Equipment, tools, materials, schedules.

2.  Skills-Tasks.   Duties, activities, tasks, behaviors, attitudes, contracting, project fulfillment.

3.  Role-Job.   Assignments, responsibilities, functions, relationships, accountability.

4.  Systems-Processes.   Structure, hiring, control, work design, supervision, decisions.

5.  Strategy.   Planning, tactics, organizational development.

6.  Culture-Mission.   Values, customs, beliefs, goals, objectives, benchmarking.

7.  Philosophy.   Organizational purpose, vision, quality of life, ethics, long-term growth.


The Vision describes what can and will happen, once everyone's energies are focused.  Vision is not a financial forecast or a market analysis.  Vision is less of a dream and more of a realistic picture of what is possible.


When there is a genuine Vision (as compared to a terse "vision statement"), people are compelled to learn and excel, not because they are told to but because they want to.


Most leaders have personal visions that rarely get communicated to the organization.  By default, Vision has resolved around the values and positioning of one leader.  Often, a crisis will rally the organization, but that tends to be short-lived. 


Given the choice, most people and their organizations will pursue high goals.  Visioning is a process that melds individual visions into a recipe for success...a shared set of guiding practices.  When different constituencies have common visions (or at least applications of them), they will bond together for purpose and cause.


Personal visions are driven by an individual's deep caring.  Shared visions derive their power via common caring.  Truly, people want to be connected together.


Shared visions take time to emerge.  They grow as a result of successful showcasing of individual visions, with benchmarks for success that are understood.  Ongoing conversation is required to foster shared visions.  Out of listening, insights of what is possible shall emerge.


The key elements of Strategic Vision are:

1.  Business scope and scale.

2.  Product and market focus.

3.  Competitive focus.

4.  Orientation toward image and relationships.

5.  Applicability to organization and culture.


Visioning needs to take place within each business unit, as well as at the larger organizational level.

Too often, management fails to articulate its values or does so imperfectly.


What Visioning is Not....

*  Revenue forecasting or quotas.

*  Marketing campaign.

*  Academic exercise in mumbo jumbo.

*  Group facilitated top-down orders.


7 Steps Toward Strategic Vision and why companies get from here to there.

1. Analyze the company's future environment, resources and capabilities.  Determine where the Big Picture existed before, if it did at all.  Crystallize the core business in terms of viabilities to move successfully forward to some discernible point.

2.  Clarify management values.  Growth must be conducted in concert with core values.  Often, senior management have not yet fully articulated their own individual values, let alone those of the organization.  This process helps to define and further develop value systems to carry the organization toward success.

3.  Develop a Mission Statement.  It is a starting point, not an end in itself.  In reality, the Mission Statement is rewritten several times, as the planning process ensues.  The last draft of the statement will be an executive summary of collective ideas and works of the Visioning team.

4.  Identify strategic objectives and goals.  I ask clients to do so without using three words: "technology," "sales," and "solutions."  Most businesses fail to grow because they get stuck in buzz words and trite phrases that they hear in others' marketing hype.  Objectives and goals must be germain to your company and its unique position.

5.  Generate select strategic options.  There are many ways to succeed, and your game plan should have at least five viable options.  When the Visioning program matures and gets to its second generation, you'll find that winning formulas stem from a hybrid of the original strategic options.  Creative thinking moves the company into the future, not rehashes of the earliest ideas.

6.  Develop the vision statement.  It will be action-oriented and speaks from the facts, as well as from the passion of company leaders.  It will include a series of convictions why your organization will work smarter, be its best, stand for important things and be accountable.

7.  Measure and review the progress.  By benchmarking activities and accomplishments against planned objectives, then the company has a barometer of its previous phase and an indicator of its next phase.



About the Author: Hank Moore is that rare 1 out of 100,000 senior business advisors, a Big Picture strategist, with original, cutting-edge ideas for creating, implementing and sustaining corporate growth throughout every sector of the organization. His Business Tree™ is a trademarked approach to growing, strengthening and evolving business, while mastering change. As the nation's only Corporate Strategist™, he works with boards of directors, CEOs and executive teams of corporations...guiding them toward a profitable Vision and increased shareholder value. He facilitates decision-maker "think tanks" based purely upon his own ideas and creative concepts. A former White House advisor, with a 30-year track record of consulting organizations, Hank Moore's presentations directly impact companies' future progress, ways of relearning old knowledge and applying Big Picture vision. He has published more than 200 articles and monographs in business publications, journals and consumer magazines. His book series, The Lost Lessons, examines business concepts, values and mass culture influences that affect every person's professional life. Titles of each volume include The Business Tree™, The High Cost of Doing Nothing™, It's Almost Tomorrow, Secrets of the CEOs and Confluence. Mr. Moore has provided senior level advising services for more than 1,500 client organizations of all sizes (including 80 of the Fortune 500), companies in transition (startup, re-engineering, mergers, going public), public sector entities, professional associations, non-profit organizations and others. Total career experience: 40 years. Mr. Moore was a White House advisor to President Lyndon B. Johnson, in the areas of civil rights, environmental issues and trade with Mexico. He served on the committee which drafted the Civil Rights Act of 1964 and wrote speeches for the President. More than 200 awards for client work and community stewardship. Received Presidential Citations from Johnson, Carter, Reagan and Bush. He has participated in regular media exposure since 1958. Appeared on all major TV and radio networks, 70+ business publication interviews, 70+ broadcast news interviews, 100+ talk shows. Early in career, was TV and radio commentator-talk show host. Produced 80+ videos.


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