Step 3 - Get the Vision Right
The Heart of Change
Rosalie Peterson
Bader Alanzi
Mark Attew
Msfer Almoreh
“Far too often, guiding teams either set no clear direction or embrace visions that are not sensible. The consequences can be catastrophic for organizations and painful for employees.” –pg. 62

Getting the Vision Right
In cases of successful large-scale change, you find four elements that help direct action:

Budget

Plan

Strategy

Vision

Financial piece of the plan
Specifies step by step how to implement the strategy
Shows the end state where all the plans and strategies will eventually take you
Shows how to achieve a vision
Why is a vision statement important in supporting organizational change?

“Without vision, and without everyone having the same vision, running into obstacles and tripping over one another is inevitable.” –pg. 69

Vision Statement
The inspiring words chosen by successful leaders to clearly and concisely convey the direction of the organization.
It defines the organization's purpose, in terms of the organization’s values rather than bottom line measures.
It gives direction about how employees are expected to behave and inspires them to give their best.
It communicates both the purpose and values of the organization. 

Creating a Vision Activity
Split into groups of 3-4 members.  Each of you plays a key role on the guiding team responsible for driving a large scale change within your organization. 
On the piece of paper being handed to you is your title and information or employee concerns from your respective department.
Each group will be responsible for crafting a vision statement that incorporates the information/concerns contained on your slip of paper. 
Choose a team lead to report out during the activity debrief.
You will have 5 minutes to discuss and craft your vision.
Dell is committed to being a good neighbor in the communities we call home. We must continue to grow responsibly – protecting our natural resources and practicing sustainability in all its forms – and improve the communities where we live and work through our financial and volunteer efforts.

Example Vision
Efficiency versus Service
Today, no vision issue is bigger than the question of efficiency versus some combination of innovation and customer service.

With the pressures on enterprises everywhere, costs have become a huge problem.

If you are bleeding to death, a short-term cost turnaround has to be the focus. But usually, enterprises are not bleeding to death.

A vision centered on achieving much lower expenses works poorly because most people have great difficulty becoming excited about slashing expenses and change is slowed and resisted.
There is a solution to this problem, and it’s not ignoring costs. It's focusing on a service-oriented vision without actions that significantly reduce unnecessary expenses.  

Bold Strategies
 
for 

Bold Visions
Industry Leader
First Into New Markets
Low-Cost Competitor
require
Why Executives Fail With Bold Strategies
Lack of prior experience, never done it before.
The obvious is threatening
Small change will achieve vision...eventually.
Believe because no strategy is obvious, the vision must be the problem.
The Plane Will Not Move!
Bold Vision
Quality
Schedule 
Cost
Bold Strategy
The planes will not move until they are complete in position.
Problem: C17s experienced quality issues and completion delays because they were moved from position to position even if they were not complete.
Result
Nobody wanted to be the cause of a plane sitting in position.
Employees took more responsibility and improved processes to speed part delivery.
Overall quality improvement.
On-time and ahead of schedule plane completion.

Bold Strategies Succeed When...
The change agent has respect and credibility among  direct reports
A sense of urgency is created
The vision is reasonable and can be achieved incrementally through short term wins
Successes are clearly visible to all, encouraging further strategy development
A sense of enthusiasm, excitement and pride can be created and sustained

Step 3 - Get the Vision Right
The Heart of Change
Rosalie Peterson
Bader Alanzi
Mark Attew
Msfer Almoreh
The Strategic Need for Speed
How fast must we go?
How much time is minimally needed in each stage of the process ?
How much time must you allow for each wave of change ? 

The Body in the Living Room
The slow approach to achieving a vision.
The strategy of slow change.



Why should we move fast?