VISION, LIVING WORD OR DEAD WORD?
How many times have we entered the reception of some companies and offices, and we have seen each VISIÓN masterfully drawn up and written by the most famous Consultants in the Country?
I'm sure many times.
leadership-change-strategies-quality-improvementThe Vision in many companies is found in fine frames decorating some of the walls of the reception or lobby of companies and offices, some very proud presume that they have it and recite it by heart.
In most cases the Vision is a dead letter, the Vision must be a living, moving, dynamic letter, it must be the inspiring engine of transformation of the business culture, directing towards habits, organizational behavior and leadership, values and prevailing principles.
Some authors mention that the Vision should be inspiring for the staff, a source of pride. But the big question is how do you get a Vision in motion? How do we bring vision to life?
The Vision suggests and introduces changes, adjustments and transformation in the Business Culture.
This cultural transformation is what aligns the staff with the Vision of the company, and fosters the habits, values and principles that naturally direct the organizational and individual behavior of employees.
Let's try to explain it with an example. Vision is a desire to achieve something maximum, a dream in the long term. For example, I have read some Vision statements, with more words, or less words, that say something like: "To be the service provider company of preference for our Clients due to the excellent Quality of our Products and Services."
As we can deduce this Vision is leveraged in the excellent quality of the products and services. It is this strength that will allow it to be preferred by the Clients.
It should immediately lead us to think that, to achieve excellence in products and services, we must promote excellence as a fundamental value in the Business Culture that transforms the individual and collective behavior of employees and organizational behavior towards a constant search for excellence in all areas of daily life inside and outside the company.
Excellence must be a cultural element that identifies each worker in the company, it must be an internalized habit through the constant repetition of acquired behavior.
Other values to promote and strengthen within the Business Culture, according to the Vision statement presented above, is the continuous Improvement of Quality, and Leadership. Continuous Quality Improvement and the desired type of Leadership must be defined and broken down into its root elements to identify what other values should be strengthened.
Note that these values will not have the expected effect on staff unless strategies are designed to internalize them and turn them into common habits of staff behavior and attitudes. The Business Culture provides the fundamental basis for the Vision to be in motion, to have permanence and validity over time.
The Vision is not decreed, the Vision requires an orchestrated and geared effort of the Business Culture, Strategy, Structure, Processes, Technology and Personnel to give it movement. Cultural Transformations produce quantum leaps in displacement and lead to the systematic achievement of intermediate situations within the directional arc between the Present Situation and the next Objective Situation.
If you, a reader friend, are one of those who maintain a Dead Vision, it is time to redefine it and bring it to life.
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