http://www.dworin.com/green-ring/
Succesful Visions
Leading at Light Speed is an essential new leadership book by Eric Douglas synthesizing the best business practices into 10 Quantum Leaps that build trust, spark innovation, and create a high-performing organization.
For strategic planning consulting, tools, and workshops check out Leading Resources.
In Chapter 2, Sharpen the Focus, Eric talks about the Measures of a Successful Vision.
To be successful a vision must do four things:
1. It is productive to analyze the companies strengths and weaknesses.
2. It is important to clearly illustrate the organizations ability to properly deliver a sense of value to its customers in ways that are unique.
3. It must be measurable – people need to know whether the company is on course to achieve the vision.
4. It must translate into a clear and compelling message. If it’s not easy to communicate, if you can’t create a clear mental picture of it, then you need to work some more.
Successful visions are paired with this simple four dimension test. Google’s founders, Larry Page and Sergey Brin, published an “owners’ manual” in conjunction with the company’s initial public offering in 2004. In the very beginning, the remark that “Google is far from your conventional organization. We most definitely will not become one.” They went on to describe Google’s vision over several pages. They concluded with this statement: “We believe strongly that in the long-term, we will be better served – as shareholders and in all other ways – by a company that does good things for the world even if we forgo some short-term gains.”
One of my favorite examples of vision is the city of Portland, Oregon. Back in the 1970s, the city developed an extroardinary 25 year plan. It asked thousands of citizens to weigh in on issues like open space, affordable housing, job creation, clean air, and urban density. People were given opportunities to make tradeoffs between these values and then see the putative results modeled for them. Based on these results, city planners then constructed hypothetical scenarios for the future of Portland.
One scenario emphasized economic development and job creation, another emphasized preserving open space, and a third emphasized affordable housing. Each of the visions reflected a different weighting of values. Portland’s city planners continued to survey citizens and ask them to choose their favorite scenarios. Countless citizens responded. They remarked that open space preservation was certainly their highest priority, second was job creation.
Portland’s city planners soon implemented an intricate plan that imposed a tight restraint on the growth occurring outside of a well-defined, urban core. There was little room for development. Citizens had indicated they were willing to put up with the higher housing prices and higher urban densities that this plan would necessitate – in exchange for increased protection of open space.
Today, visitors to Portland can see the impact of this longrange vision – and the success it generated. A lovely green ring of open space surrounds Portland. Its economy has sky rocketed. The housing values have increased dramatically resulting in new housing units being built in relatively dense volumes. Unlike most cities, where complex tradeoffs are simply not addressed or brought to a vote, Portland illustrates the value of tackling vision head on.
To speak with a consultant about how LRI can help you develop and implement a strategic plan to accelerate the pace of change, call (916) 325-1190 or email info@leadingresources.com.
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