Develop a vision : purpose, values and ambition Tutorial

Unlock the secret to a thriving organization with 'Develop a Vision: Purpose, Values and Ambition.' In this engaging video, discover how defining your company's purpose and values can attract top talent and foster a dynamic workplace. Learn to navigate the complexities of today's business landscape with a clear vision that empowers your team. Don’t miss the chance to transform your organization!

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who we are and where we're going?

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Two main questions to ask again and again in our changeable environment.

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So changing that a solid organization can be destroyed in a

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matter of years by a new entrant on the market,

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or because it will not have been able to

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adapt and innovate by seeing the opportunities of technology.

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We don't know what the world will be like 10 years from now,

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and despite everything,

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choices have to be made,

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not rational choices based on analysis of a present,

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a present that will no longer be,

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but disruptive choices,

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creative choices,

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intuitive choices,

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in short,

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risky choices.

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The chosen vision will be like a compass in a VuA environment,

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volatile,

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uncertain,

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complex,

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and ambiguous.

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Second reason for the craze in recent years for vision

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is the need to attract young talent.

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These young employees are no longer just

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asking for financial prospects and attractive storytelling.

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They ask for clarity on the vision of the organization.

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Tell me what you are,

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what you're looking to do,

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and I will let you know if I feel like working for you.

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And if tomorrow I realize that it's just words,

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I will look elsewhere.

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Having a clear and sincere vision is to attract and

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retain the right talent that will be compatible and motivated.

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Third reason that makes the definition of vision essential,

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the end of the traditional hierarchical pyramid model.

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We're talking about decentralization,

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lateralization of power,

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liberation of companies,

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learning organizations,

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self-governance,

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holocracy.

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These new,

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more flexible and organic types of organizations carry with them the autonomy

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and empowerment of the individuals who comprise them.

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In these the hierarchical companies,

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the vision is an axis on which the actors will be able to build independently.

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To managers who demand clear objectives,

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the executive management answers.

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You have the overall strategic vision.

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It's up to you to translate it into micro vision across your department.

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You are the ones on the ground.

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You have the answers.

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Take initiative,

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be it autonomous,

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and ask the same of your team.

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Now let's see how to define a vision.

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I offer you a variation of the vision on 3 axes.

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The first step in building a strategic vision

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is to define the purpose of the business.

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What is the purpose of the business?

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The purpose answers the identity question.

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Why are we here for what and for whom?

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What's our mainspring?

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What brings us together?

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What drives us?

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It's the why,

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our purpose,

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our mission,

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our singularity.

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Not a mission like we want to be number one.

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Lego's supreme goal is to inspire children to be builders,

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to think creatively,

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to reason systematically and to unleash their potential,

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to shape their future.

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After a major project reflection on the uniqueness,

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Dannon's purpose today is to bring health through

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food to as many people as possible.

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This purpose has guided their decision

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to separate from the biscuit division,

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to buy Nico specializing in infant nutrition,

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to launch a gray mean dean partnership in partnership with Mohammad Yunus,

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to refocus on four businesses water,

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fresh produce,

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infant nutrition,

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and medical nutrition.

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Here's another example,

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the Dutch company Burtzog Home nursing Company,

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which has experienced phenomenal development,

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has the evolutionary purpose,

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helping home-based patients live healthy,

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autonomous,

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and meaningful lives.

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All of the objectives of the 1000 employees are based on this one vision.

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Any initiative brings them back to their evolutionary purposes.

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Does this task,

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this project help patients live healthy,

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autonomous and meaningful lives?

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The purpose cannot be decreed,

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it finds itself,

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feels itself.

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Words have not necessarily been put on it before,

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but it was already present in the organization as a seed.

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It represents the best of the history,

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the best of DNA,

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the mainspring,

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the best of what vibrates within the walls of the

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in the organization and the employees who form it.

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It's like the diamond hidden in the stone.

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When we can say this is our purpose,

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we must feel it,

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vibrate integrity.

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This purpose will then be recognized by everyone,

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manager,

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employees,

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customers,

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partners.

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Those who do not recognize this will end up taking other paths.

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The second step in building a strategic vision

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is to define the values of the company,

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what is important to us.

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We embody our purpose with the values that contribute to it.

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The values will nourish the spirit of collaboration,

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commitment and accountability around the common vision.

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Shared and accepted,

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these values will influence the decisions and the way employees collaborate.

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The values will shine internally and externally.

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When Facebook advocates done is better than perfect or Crystal

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Group promoting colleagues internally wherever possible as a value,

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the energy of employees will not be the same in other groups where

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false values such as performance or internationalization are valued.

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In a company where the value of accepting the risk of failure or error is advocated,

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employees will dare to show more initiative than in

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a company where the value of quality is paramount.

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The definition of the company's values requires in-depth work.

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Sometimes values are present in the DNA but have never been verbalized.

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At the initiative of the management,

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the definition of values must be done in

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consultation with the employees in order to meet

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the greatest possible commitment at the time of their integration.

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If your company has not defined its values base,

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you can define some in your team by thinking about it during a team meeting.

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Use a brainstorming session for this and take time to discuss it.

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A piece of advice,

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avoid stopping at just one word,

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as is often done.

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A word that remains too abstract and subject to interpretation.

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You can use groups of words,

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for example,

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reinventing new and better ways to work,

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no matter what the level of responsibility at Crystal Group,

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or be adventurous,

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creative,

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and open minded

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at Zappos.

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You can also describe the chosen word in a few words.

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For example,

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trust,

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being a partner who respects their commitments.

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This is more concrete,

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agility,

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anticipating and adapting constantly.

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Openness,

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be curious,

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be enriched by diversity.

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Audacity,

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daring to do differently and accepting risks,

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sharing,

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favoring dialogue to grow together.

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Appreciation,

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celebrating our successes and learning from defeats.

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To take these values a step further,

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work in teams to develop a list of behaviors that nourish these values.

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For example,

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for trust,

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meeting announced deadlines,

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for openness,

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having lunch with members of other teams.

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For audacity,

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take one risk per week,

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sharing,

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setting up an information sharing platform,

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appreciation,

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giving each other feedback at the end of individual meetings.

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More broadly in the company,

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a thorough job is necessary to prevent values from just being a slogan

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and from planting the seed of resentment.

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Resentment such as,

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ah,

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innovation is one of our company's values,

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but as soon as we propose something new,

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everything is blocked.

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Here are some ideas for incorporating those values into reality.

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Propose a training session on the company's rules and values

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as part of the induction process for all new arrivals.

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Make team building days on values with discussions,

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games,

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and exercise.

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Set up meetings on values.

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This is what the company RHD does with more than 4000 employees.

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Every month they organize a meeting on values to reflect on

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their application and see if they can add or modify points.

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Add to your department meetings a sharing time on one of the values.

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Once every 3 months,

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a value is reviewed.

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And to ensure that the values really permeate daily work and the way we collaborate,

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you can make an annual survey of the values by department,

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which will be followed by an action and improvement plan.

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The third step in building a strategic vision

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is to define the ambition of the business.

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Strong in the evolutionary purpose,

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the heart,

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strong in the values,

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the skeleton,

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the organization can project itself into the

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future and define and display its ambition.

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How does the organization see itself in the future?

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What is Vision 2030?

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What are the achievements the company wishes to carry out in the coming years?

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Give back scope as NG promoted by

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moving towards a much more decentralized organization

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with more room to maneuver,

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dynamism,

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innovation,

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breathe new life as Bill Gates' successor wanted at Microsoft.

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What are the major challenges to be taken up in the years to come

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so that our organization is still standing or even stronger in 10 years?

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Indeed,

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the vision of still being there and healthy in 10

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years is truly an ambition in this VUCA environment.

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Ambition sets a course.

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It is to be defined in a creative,

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intuitive,

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disruptive,

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risky way.

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Difficult to define an ambition for more than 10 years,

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but nevertheless necessary.

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The company's course

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and the way to reach it must be readjusted regularly,

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depending on the analysis of the environment C wins,

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and depending on the sailors who work on the organization's boat.

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The purpose and values are much more stable,

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but not rigid,

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and will therefore be solid masks around which to adjust the rudder of ambition.

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When a leader talks about the importance of providing vision,

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they often think of ambition first.

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It is the last stone on which to build vision.

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Think about defining the purpose and values first,

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then define your ambition.

Mandarine AI: WHAT YOU SHOULD KNOW