VISION & CHANGE

Irham Dilmy
 VISION
• All organizational activities are initiated by the
organization’s vision.

• What is a “vision”?
– A vision is a snapshot or a painting of the future, the end
state of where all plans and strategies will eventually
take you.

• What is a “mission”?
– The mission is the totality of the tasks to achieve the
vision
 VISION & CHANGE
• Need the right vision for successful
organizational change
• The right vision sets
– Business strategy
– Competencies
– Direction of change
 Vision and mission are key to organizational activities
V I S I
C U L T U R E C o r e C o m p e t
M I S I

S t r a t e g y

K P I O r g a n iz a t io n C h a r t C o m p e t e n c y b y

J o b D e s ig n
K P I
C o m p e t e n c y

P e r f o r m a n c e
R e c r u it m e n t R e w a r d T r a in in g C a r e e r
M a n a g e m e n t
 GOOD VISIONS

• Stories – than statement

• Dreams

• Vivid visioning of the future

 ALLIGNING CAPABILITIES WITH
CRITICAL BUSINESS NEEDS

Better than competitor

Surpluses
•x •p
•m
Performance

•c •y
Equal to competitor
•b ALLIGNED •q
•a

•z •l •r
•k
Gaps
Less than competitor
Importance
Needed to compete
Needed Needed
to play to win
 IMPLICATIONS OF
CAPABILITIES ASSESSMENT

High
Surpluses
Over delivery area Low importance
Need to de-emphasize High Performance
Performance

ALLIGNED

High importance Areas to focus on to

Low Performance enable successful
implementation of
Gaps corporate strategies
Low

Low Importance High

THE INTERRELATIONSHIP OF
Direction Setting and Planning
The Direction Setting process creates:
•Vision – the kind of organization people aspire to
create in the long term 3 – 20 years
•Strategies for achieving the vision - 1 – 5 years

Provides Provides a
focus reality check

The Planning Process creates:

•Formal / written plans - 6 months to 2 years
•Unwritten plans - 1 day to 1 year
 In designing a vision and mission statement
for your company, a.o., the following
questions, need to be answered:

1.Why are we here?

2.What is it we are trying to produce?
3.When will we be able to produce it?
4.Where were we up to this point?
5.Where do we think we are going?
6.What do we want to be?
7.When do we think we will get there?
8.What will it take to get there?
CONTEXT  VISION
• ACCEPT CHANGE:
– Bold organizations
– Liberated organizations

• DO NOT ACCEPT CHANGE

– Rigid organizations
– Overmanaged organizations
 FAILURE OF VISION
• Too specific • Blurred

• Too vague • Rear view mirrors

• Inadequate • Too complex

• Too unrealistic • Irrelevant

 CORE VALUES
• Companies that enjoy enduring success
have core values and a core purpose that
remain fixed while their business
strategies and practices endlessly adapt to
a changing world.

“Building your company’s vision”by Collins and Porras,

HBR Sept – Oct 1996
articulating a vision…..

Core ideology:
*Core values
*Core purpose

Envisioned Future:
*10 – 30 year BHAG
*Vivid description

“Building your Company’s Vision” by J.C. Collins and J.I. Porras

Harvard Business Review, Sept – Oct. 1996
 CORE VALUES
• Depends on that company’s philosophy.
• Could be customer service, market focus,
or humanistic core values
• The key is not what core values an
organization has but that it has core
values at all.
 EXAMPLES OF
CORE VALUES
• 3M: to solve unsolved problems innovatively
• HP: to make technical contributions for the advancement
and welfare of humanity
• Mc Kinsey & company: to help leading corporations
and governments to be more successful
• Merck: to preserve and improve human life
• Sony: to experience the joy of advancing and applying
technology for the benefit of the public
• Wal-Mart: To give ordinary folk the chance to buy the
same things as rich people
• Walt Disney: to make people happy
• Mary Kay Cosmetics: to give unlimited opportunity to
women
 BHAG
• A BHAG is like climbing Mount Everest.
– It is a unifying focal point of effort and a catalyst for team spirit. It
is highly focused. People understand it clearly. It takes little or no
explanation.

• BHAG is not a sure bet. It only has a 50 – 70% chance

of success, but the organization must believe that, with
extraordinary effort and perhaps a bit of luck, the goal
can be achieved.

• Examples:
– The NASA 1960 moon mission
– Malaysia’s 2020 vision
BHAG’s can be quantitative or qualitative:

Become a $125 billion company by the year 2000

(Wal-Mart, 1990) ; “give ordinary people the chance
to buy the same things as rich people.”

Become the company most known for changing the

worldwide poor quality image of Japanese products
(Sony, early 1950’s)

Become the dominant player in commercial aircraft

and bring the world into the jet age (Boeing, 1950)
Common Enemy of BHAG’s involve David
vs Goliath thinking:

Crush Adidas! (Nike, 1960’s)

Yamaha wo tsubusu! We will destroy

Yamaha! (Honda, 1970’s)

Knock RJR as the nuber one tobacco

company in the world (Philip Morris, 1950s)
Role model BHAG’s suit up-and-coming organizations:
• Become the Nike of the cycling industry (Giro Sport Design,
1986)
• Become the Harvard of the West (Stanford University, 1940’s)

Internal transformation BHAG’s suit large, established

organizations:
• Become number one or number two in every market we serve
and revolutionize this company to have the strengths of a big
company combined with the leanness and agility of a small
company (General Electric Company, 1980’s)

• Transform this division from a poorly respected internal

products supplier to one of the most respected, exciting and
sought-after divisions in the company (Components Support
Division of a computer products company, 1989)
 CONNECTING
VISION TO CHANGE
• Vision drives change
• Vision emerges during change 
business planning creates change
• Vision helps change
• Vision hinders change
• Vision is a feature of heroic leaders
• vision is an feature of heroic organizations