Porck, Daan van Knippenberg, and Patrick Groenen. Read more on Leadership or related topics Innovation , Strategic planning , Strategy execution and Change management. He helps organizations navigate through strategic change via strategy visualization and diagnostic tools. Murat Tarakci is an associate professor of innovation management at Rotterdam School of Management, Erasmus University. His research investigates how to create innovative organizations. He regularly teaches and advises executives on digital transformation, strategy implementation, and innovation.
Jeanine P. Her research interests include strategy process, intergroup relations, social identity, multiteam systems, and leadership.
She studies the microfoundations of intrafirm relationships, where she is particularly interested in what helps or hinders teams to coordinate and align their efforts, and how these intrafirm relationships impact firm strategy and performance. Daan van Knippenberg is Joseph F. His teaching concentrates on leadership development in the Executive MBA program and in executive education, and on developing researchers through PhD and DBA program teaching. Patrick Groenen is professor in statistics and the director of the Econometric Institute of Erasmus University Rotterdam.
The call to action of the stretch vision did not translate into strategic planning at the subsidiary level that had real integrity. There was never a process to either seriously question the assumptions underlying the big picture financial projections on the one hand or to appropriately plan how to get there on the other.
By the time it was understood through financial reporting that the goal was too aggressive, it was too late to turn around what became a serious cash crisis for the organization.
Had upper management or the board challenged the basis for the original assumptions, then the changing trends and conditions in the markets might have been foreseen and some of the bleeding prevented. It is possible to create a vision that is laughable or beyond reality for those tasked with achieving it. If you do so, it will be demoralizing rather than galvanizing. In the end, financial projections and, for that matter, strategic plans are only as good as their underlying assumptions.
If a vision is aggressive to the point that you question its integrity, then you must challenge the assumptions. Specifically, ask:. If the answers satisfy you enough to move forward, begin gathering data to monitor and validate or revise those assumptions on an ongoing basis.
You may well be able to spot a change in the underlying assumptions that were the drivers of your original financial predictions well before you see the actual numbers change on your financials.
Those who spot those changes will succeed far better than those who miss or ignore them. Endure means to withstand. You must be patient and then do solid training. Without patience, you will never conquer endurance. Does any of this resonate with your experience? Chris Cloud is an entrepreneur who has been living and working with his wife in Nepal over the past 3 years. He is passionate about helping companies and individuals identify their perceived growth ceiling, and break past that ceiling.
He is partner at a firm in the U. I summarize them below, resulting in nine advices for improvement. This shows that a there are six other strategies, and b mission-driven strategy is a different strategy than vision-driven strategy. If your organization is clearly driven by a strong mission or a strong vision, this is great. It will mean that your people know the mision or vision and live up to it—after all, that is why they probably joined the organization in the first place.
If your organization is not driven by a clear mission or vision, this is great too. My standard response to this question is to ask why. Mostly, the answer is that they want more focus, coherence and direction. When asking further, it often turns out that not a mission or a vision, but a clearer understanding of how to align their products and services with their capabilities and with their markets the actual problem—and the solution.
Advice 1: Assess whether or not your organization is or should be mission or vision-driven. If so, go for it. If not, focus your energy on other strategy-related topics. A variation of the first reason, but worthwhile mentioning separately because the implications are different. The idea that every organization needs a mission and vision statement has turned into an almost dogmatic mission-vision-values mantra.
It is far from obvious, though, that organizations need this. Because, who says so? There is no evidence that organizations with such statements do better than organizations without them. There is no evidence that they do worse either, but this means that there is no compelling reason for having them. It is primarily a habit. We do it because everyone else is doing it. Knowing that it is just a habit, not something one should have, can be a relief.
Especially for those organizations who are mission or vision-driven. A good example is a health-care organization that I worked with a couple of years ago. They had spent numerous hours on crafting a mission and vision statement. The result was disappointing: a colourless compromise stating a mission and vision that no one really objected to but that was totally uninspiring.
At the same time, they already had a great 3-minute animated video reflecting their mission and vision in an engaging, clear and even funny way.
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