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绩效管理-战略规划-建立企业远景

作者: 佚名  上传时间:2009-02-04  浏览:198
Creating an Organization´s Vision
How to create a corporate identity to which people like to subscribe

"Every organization has a destiny: a deep purpose that expresses the organization´s reason for existence. Visions exist on different levels of the organization´s identity. Every telephone organization, for example, is tied to the original vision of Graham Bell - to provide a tool for universal communication. Many members of the organization have a collective sense of its underlying purpose - but in day-to-day operations those visions are often obscured. To become more aware of an organization´s vision, one must ask the members and learn to listen for their answers.
People sometimes say that it is pointless to develop a sense of purpose for a company. There already is a purpose: "To maximize return on investment to shareholders." Obviously, making money is important. But to confuse the essential requirement for advancing in the game with the deeper rationale, is a profound confusion. Focusing on the purpose of making money at the expense of other purposes, will naturally distract an organization´s competitive advantage." (P. Senge)
A vision shared by the members of an organization helps people to set goals to advance the organization and is an important key for motivation and empowerment. Without an understanding of the organization´s purpose, its actions are confined to management by objectives, i.e. the goals that have once have been set by the higher management level or, often in the case of public institutions, by outsiders. Consequently, members of an organization without vision are not able to really take part in creating their own professional future - and the future of their working environment.
Visions can be created on different levels of an organization. They can be developed by the CEO of the director and then published in the organization´s newsletter, or communicated in any other way to the staff, in the sense "That is the view of our future, and we want you to come on board." Or they can be developed in a process that involves every member of the staff, from the driver to the boss. Of course, their are many shadings between both extremes. Visions can be created at a higher level of the organization and then developed by working groups of the staff. Or the other way around. The management could also consult the members of the organization before creating the actual vision. There is no right or wrong way, but there are appropriate or inappropriate approaches. Members of an organization that always had been steered in a more autocratic style might not be able in a first instance to freely describe their image of the future. Cultural values might impede equal sharing of visions. You have to assess degree of participation pertinent for your environment. The exercise "Is your organization a participatory one?" might help you in the assessment.
The tools that are provided for the development of visions can principally used in different settings. They can be applied by individuals, by a confined group of decision makers, or they can be adapted to serve as a base for a company-wide co-creation process. The Toolbook offers a series of exercises which help you to analyze and visualize structures of your organization:

Story telling - the history of the organization

goes back to the original purpose of the organization to see whether it is still valid and how it can be accompany the organization into the future

Co-creating a vision

consists of questions that helps to structure a group process for creating an organization´s vision. It can be done individually, but It is particularly applicable for a organization-wide vision sharing process.

Logical level alignment - defining the organization´s identity

is an other wonderful exercise for vision sharing. It starts by delineating the future environment, and then stepwise defines future behaviors, skills, values, identities and relations to the outside world. It is one of my favorites!

Vision into action - how to effect change management

how can you put visions into practice?


Companies that belong to the planet

goes beyond the point of an organization´s vision. It asks the questions: "Is their anything else? Why are we existing as an organization? What is our contribution to the world around us?"


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关键字: 绩效管理 战略规划 企业远景 战略规划培训 企业 远景

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