1. © Tesseract Management Systems / Managing by Design / 2002 - 1 DEVELOPING VISION These slides are intended to support a group through an exercise to develop a vision for their organisation. They reflect a number of different ways to draw out individual visions, and to begin to pull these together into the basis for a common vision for the organisation. Please also see the slide set on ‘Process Visioning’ Please do not attempt to use these slides as part of a presentation until you have read and fully understood the relevant sections of ‘Managing by Design’, you know how the slide works, and you are clear on the points you wish to draw out with it.

2. © Tesseract Management Systems / Managing by Design / 2002 - 2 VISIONS What are they, and why have them? "WE SHOULD TAKE CARE NOT TO MAKE THE INTELLECT OUR GOD; IT HAS, OF COURSE, POWERFUL MUSCLES, BUT NO PERSONALITY" Albert Einstein

3. © Tesseract Management Systems / Managing by Design / 2002 - 3 DEFINITION OF A VISION A VISION is a statement of where the organisation wants to be over a time-frame of, usually, 3-5 years. It is a description of the desired business characteristics, performance/standards and values. It will be: An easily explained statement clarifying the overall long term company performance An advertisement of the intention to change independent of what now seems possible An ever present standard against which to judge action A feature which clearly distinguishes your organisation from others ”Where there is no vision, the people perish" Proverbs 29:18

4. © Tesseract Management Systems / Managing by Design / 2002 - 4 VISION Three people engaged in the same job of placing large stone blocks one on top of another were observed to be working with varying degrees of effort and care. When asked what they were doing: The first man, rather bored and listless, replied: "We are placing blocks one on top of another - thus” The second man, more interested in the task, said: "We are assembling what will be part of a large wall” And the third, responding with passion, enthused: "We are building a great Cathedral, that will be a place of wonder and glory for centuries to come"

5. © Tesseract Management Systems / Managing by Design / 2002 - 5 CONTEXT FOR VISION Some questions to consider What would transform the experience of your customer’s customers? How could the strengths and potential of your organisation be used in new ways to add value?  for customers, for the society, for the world? What challenges and ideas would attract the very best talent and business partners to work with you? What are the biggest problems that your customers (or their/your parents) are currently wrestling with? How will technology evolve in the future, and how will new technology begin to affect us? What is currently limiting your thinking on how great your organisation really could be?

6. © Tesseract Management Systems / Managing by Design / 2002 - 6 INTRODUCTION TO VISIONS WORK Completeness in Visions: The Impact You Will Have The Things You Will Do The Way You Will Be The Changes You Will Make Without a Purpose What is the point of all this? How would you design it? How would you know it was successful? Without defining these...The purpose forces you to invent them!

7. © Tesseract Management Systems / Managing by Design / 2002 - 7 RICH PICTURES Please spend 10-15 minutes drawing a picture on your piece of flipchart. The drawing should reflect your personal vision for (your organisation) - the differences you personally would like to see made by the current management team. Please then take 2 minutes to explain your drawing to the rest of the group.

8. © Tesseract Management Systems / Managing by Design / 2002 - 8 IMAGINE … Imagine a company that has transformed the face of its industry for ever Imagine an company that has changed beyond recognition the way that businesses operate Imagine an company whose performance improves 25% a year, every year Imagine an company that is a benchmark in the industry for its culture and working practice Imagine an company that continuously delights its customers, and is never late with delivery Imagine an company that has 5000 job applicants every year, and where everybody wants to work Imagine an company that produces solutions that never fail Example only!

9. © Tesseract Management Systems / Managing by Design / 2002 - 9 IMAGINE … Imagine an company whose Senior Managers are regularly headhunted for jobs at £300K p.a.,...and turn them down!!! Example only!

10. © Tesseract Management Systems / Managing by Design / 2002 - 10 PARADIGM CHALLENGE In your syndicate groups: Think through the limits that currently define (your organisation’s) “Box” - the boundaries which separate acceptable ideas from typically unacceptable or “off the wall” ideas Use the thinking of the previous sessions, and of the prework, to generate (brainstorm) a large number of ideas that are currently outside of these boundaries Refine this list into a limited number of ideas that you feel may possibly have some potential or merit Be prepared to present your conclusions to the rest of the group - there is a prize for the most interesting! You have 60 minutes

11. © Tesseract Management Systems / Managing by Design / 2002 - 11 INPUTS TO SYNDICATE Thinking about a 3-5 year vision: What is the most dramatic influence you could have over your customers/beneficiaries in 5 years time? What potential areas of your customers could you influence, and make them invincible in these? What in our industry is currently impossible, but if it became possible would set us or our customers back to zero? What would make you, as a team, the most valuable heads on the recruiters/headhunters lists? In how many ways could you work with other radically different organisations to deliver something new and transformational?

12. © Tesseract Management Systems / Managing by Design / 2002 - 12 GROUP EXERCISE Vision Elements We are going to do a walkround exercise starting with one person to a sheet of flipchart paper, writing down our thoughts on our vision and then passing on to the paper on our left. Consider each piece of paper that you pass: does it spark off a new idea for an inspiring phrase? do you wish to add to, or amend the phrase? Do you wish to take an entirely different line? Use the thoughts and ideas that appeal to you out of the earlier exercises, and that come to you as you do the exercise. Annotate the paper accordingly and pass on to your left. Be alternately outrageous & sensible (build on the ideas you have seen). You are not bound by what you write.

13. © Tesseract Management Systems / Managing by Design / 2002 - 13 GROUP EXERCISE Vision Elements Topics to consider: The cover of ‘Time’ magazine The History of Z in the early 21st Century ‘Tomorrow’s World’ devotes a programme to Y Evidence to the Public enquiry on the ‘X Collapse’ Why head-hunters don’t bother with Y … Replace with names (X = your main competitor) (Y = your organisation) (Z = your industry)

14. © Tesseract Management Systems / Managing by Design / 2002 - 14 SELECTING VISION ELEMENTS When you have passed all the pieces of paper reflect on the phrases you have seen. Select four phrases or elements which you want to see considered as part of your organisation’s Vision (explicitly or implicitly): Two can be relatively conventional (green dots) Two must be unconventional - stretching us beyond where we are currently into new, but valuable, areas (red dots) Stick your four dots in the left-hand margin against the elements you have picked.

15. © Tesseract Management Systems / Managing by Design / 2002 - 15 NEXT STEPS ON VISION Ponder on the ideas over the next few weeks Share ideas with others and develop your thoughts Develop a clearer form of words for our Vision Look at the implications, and develop the vision further through this Agree the next steps: Word-smithing and finalising the vision Sharing it and using it Building it into the next QFD & Business Plan

16. © Tesseract Management Systems / Managing by Design / 2002 - 16 FACING SOUTH The following slides on Facing South are an exercise to get people to think through what is involved in making the Vision real to people within your organisation. S

17. © Tesseract Management Systems / Managing by Design / 2002 - 17 FACING SOUTH???? Somebody tells you: “….to succeed in this company in terms of progress, pay, job satisfaction, and being helped to achieve your goals, you have to position your desk facing south!” What would have to be the conditions pertaining at the time for you to really believe him? S

18. © Tesseract Management Systems / Managing by Design / 2002 - 18 FACING SOUTH???? You tell somebody: “….to succeed in this company in terms of progress, pay, job satisfaction, and being helped to achieve your goals, you have to: understand the Vision relate all your objectives and activities to it find new ways in which you can make it happen!” will they really believe you? What do you have to do about it? S

19. © Tesseract Management Systems / Managing by Design / 2002 - 19 FACING SOUTH???? What would you do if the Vision were vital to you? How would this ‘value’ of yours be evident to others? How would you get others to align their agenda with yours? S

20. © Tesseract Management Systems / Managing by Design / 2002 - 20 What it means for our Customers WHAT ARE THE IMPLICATION OF PURSUING OUR VISION? Our Vision The Changes We Will Have To Make How We Will Bring About Those Changes Growth Savings Image … Work? Risk? Process Product Structure... ? Projects People Policy … ? Further Definition

21. © Tesseract Management Systems / Managing by Design / 2002 - 21 EXTERNAL IMPLICATIONS Have we considered (for example): products and services markets and competition economic, fiscal and regulatory environment legal and financial status and structure technology and systems image and public relations profile industrial relations (union relations, agreements, customs and practices) business performance (share value, market share, size, growth, profitability)...

22. © Tesseract Management Systems / Managing by Design / 2002 - 22 INTERNAL IMPLICATIONS Have we considered (for example): culture (value, attitudes, style behaviour/common practice, language, performance measures) people (numbers, competencies/skills/know-how) organisation (mgt structures, job design, systems) operational performance (ratios, stds, productivity) key business processes management processes (planning, budgeting, decision making, delegation/responsibility sharing...) human resource management policies and practices (resourcing, developing, rewarding and recognising) information and reporting systems work environment (facilities, amenities, benefits)... The Changes We Will Have To Make Process Product Structure... ?