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Smart & Fast Ten3 mini-course by Vadim Kotelnikov, Inventor and Founder of Ten3 Business e-Coach |
Ten3 Mini-course by Vadim Kotelnikov 65 PowerPoint slides + 65 half-page Executive Summaries Learn & Teach – Fast! |
Instead of Introduction For the vast majority of companies, having well-defined visions and mission statements changes nothing. The exercise of crafting them is a complete waste of time and talent if visions and mission statements are used for nothing but being published in the annual report and displayed in a reception area. To be able to energize employees to work towards corporate goals, visions and missions should be more than a sign on the wall. Executives and managers should live them, be seen living them, and constantly communicate them to their employees. New Systemic Approach to Strategic Management The currently dominant view of business strategy – resource-based theory – is based on the concept of economic rent and the view of the company as a collection of capabilities. This view of strategy has a coherence and integrative role that places it well ahead of other mechanisms of strategic decision making. Vision Vision is a short, succinct, and inspiring statement of what the organization intends to become and to achieve at some point in the future, often stated in competitive terms. Vision refers to the category of intentions that are broad, all-intrusive and forward-thinking. It is the image that a business must have of its goals before it sets out to reach them. It describes aspirations for the future, without specifying the means that will be used to achieve those desired ends. Strategic Intent A strategic intent is a company's vision of what it wants to achieve in the long term. It must convey a significant stretch for your company, a sense of direction, discovery, and opportunity that can be communicated as worthwhile to all employees. It should not focus so much on today's problems but rather on tomorrow's opportunities. Strategic intent must evolve on the basis of experience during its implementation. Strategic Achievement The two interwoven parts of strategic achievement are strategy formulation and strategy implementation. While both parts are essential to achieving superior organizational performance, the implementing strategy is where most companies succeed or fail. Mobilizing the organization is vitally important. In an opportunity-focused organization, dynamic strategy process is both top-down and bottom-up. |
