Mission, Vision, and Values Articulation
When you ask members of your Board or Leadership Team or regular colleagues “Why do we exist?” you obtain a wide range of answers, indicating a lack of true alignment. The beautifully crafted words on the posters in the conference rooms and hallways have not sunk in to truly drive individual and collective direction and priorities. But you are committed to inspiring the various stakeholders in your organization to become involved in defining, embracing, and living by a common understanding.
There are many ways to arrive at a Mission, Vision, and Values articulation. Many of them fall into the “technical and transactional” category, meaning they will take you through a process and result in beautifully crafted statements, but they may fail to truly inspire the organization’s behavior and decision making because they a) aim to involve too many aspects and b) fail to secure genuine commitment to the meaning.
Mystrategysource will take you through a process that addresses the key challenges
- Deliberate and transparent involvement of various stakeholder groups
- Defining the solution space of critical dimensions to be featured
- Inclusive search for language that emotionally resonates
- Integrated communication and implementation process to embed Mission, Vision, and Values
The prework phase focuses on identifying the stakeholder representation and relevant dimensions. The creative phase allows for input and feedback (not to create the common denominator, but to find the most inspired version). The roll-out phase aims to bring the results to everyone in the organization. Timing and duration are typically driven by the availability of the Board as the least accessible stakeholder group.
Creation of a Corporate Guidance Framework (beyond Mission, Vision, Values)
Your organization has grown rapidly, possibly involving mergers and acquisitions and during the expansionary years resources were appropriately focused on capturing the opportunity. One of the side effects however has been a fragmentation of policies and beliefs on how exactly things should be done. You want to bring a greater degree of clarity back to the organization.
The starting point for your efforts are Mission, Vision, and Values, form the anchor (see prior section). The critical next step is to surround them with additional guidance tools which are consistent with MVV and support each other (common spirit, consistent language, avoidance of overlap and ambiguity).
Mystrategysource will work with you to identify which policies and tools are most critical in creating the desired consistency in your organization. Potential areas are
- Corporate Brand, Customer Promise, Customer Service Philosophy
- Talent Philosophy and Employer Brand
- Articulation of Risk Vision and/or Risk Appetite
- Corporate Social Responsibility Guidelines (e.g., Giving, Volunteerism, Sustainability)
- Common Understanding of Corporate History
The creation of the Guidance Framework has to be led and driven by internal resources as it needs to reflect the DNA, the soul and the spirit of the organization (or create these elements if the organization is a conglomerate of many pieces). The involvement of outside resources should focus on the architecting of the framework and if needed on selective facilitation and specialty analytics (e.g. historical risk data). The journey from MVV to complete framework can take several years.
Collaborative Strategy Formulation
Your Board of Directors does not feel sufficiently involved in the process of creating and reviewing the strategic plan (too little, too late, not enough dialogue) and hence believes it is not adequately empowered to fulfill one of its essential governance duties.
Mystrategysource will help you design the next strategy cycle with a significantly enhanced role of the Board throughout the year. This process can involve the following elements
- Clarification of the Board’s desired involvement in Mission, Vision, and Values articulation and envisioned role in the strategy process
- Ongoing Strategy Education Sessions with the Board to increase the baseline knowledge of key trends, corporate and business level strategies, and performance against the plan
- A Board Advisory Panel to help architect the planning cycle and ensure upfront guidance of the Board on key planning milestones (focused on Board expectations for strategy discussion formats, not specific content)
- An integrated schedule of Strategy Discussions at various stages of the process (involving the Board throughout, not merely at the end)
- Concise Strategy Implementation Tracking Reports adequate for Board level consumption
After gauging the current situation through discussions with representatives of the Board and the Management Team, we will introduce the “playbook of options” to you and upon your review and guidance present a proposal of various options to the Board. The spirit of collaboration has to extend to the design process to clearly indicate the new thinking in this critical aspect of corporate governance.
Enhanced Strategy Communication
You are confident that your strategic plan is robust and captures the key business opportunities facing your organization. However, you are not satisfied with the lack of knowledge about the strategy in the organization and the inability to relate individual roles and responsibilities to that strategy.
Mystrategysource can help you increase the traction of your strategy implementation through a series of enhanced communication tools, integrated into an overall rollout plan.
- Involving your organization (in different regions) through a Strategic Roadshow, bringing content and most importantly the dialogue with senior management to frontline employees
- A series of functional meetings with key enabler groups (e.g. Finance, HR, Risk, Marketing) to discuss the overall strategy, the specific enabling roles of these groups, and challenges they face in adequately supporting the strategy
- Open line interaction opportunities for employees (e.g. town hall meetings, strategy clinics, idea contests) to increase engagement with the spirit and content of the strategy
- A sequence of strategy communications, tailored to specific employee groups, to reinforce the broader rollout tools throughout the year
- Enhanced measurement of “Strategy Engagement” through targeted questions in existing employee surveys (e.g. colleague engagement surveys)
Based on your guidance regarding the starting point (and if needed selective assessments), we will be working closely with your Internal Communications, HR, and Marketing teams on an overall proposal for the communications plan. It has to dovetail with the strategic planning cycle and other key corporate communications events to capture synergies and/or avoid information overload (e.g. avoid timing parallel to a major training push on other topics).