2. What is your Vision? Whether you have a formal statement or it’s “in your head” every company has a vision. Your company vision undergirds everything you do. Without a vision, you cease to go forward, and end up slipping back. If you haven’t looked at or thought about your vision recently – now is the time!
3. The alignment challenge How do you turn your vision into the engine that drives your business? How do employees know they are contributing to the vision? How do you select the right projects to help with attaining your vision? The answer to all of these questions - Alignment
5. How the model works The model is organized from upper right to lower left; the two axis are time (bottom) and specificity (left). As you move down the 45° line you move from general to specific; from organizational wide to individual responsibility. The key is to use the model as an analysis tool – to question every daily task in light of its impact on attaining the vision.
6. How the model works The line in the middle of the diagram seperates ownership; Above the line belongs to the management team. Below the line belongs to departments and individual employees. The closer you get to the bottom of the diagram the easier it is to assign ownership.
7. Step 1 - Vision Vision states what you want the organization to be. Typically a 10 year horizon. Usually owned by the founder, business owner, or managing director. Developed by consensus with the management team.
8. Mission Mission states what the organization’s purpose is – what need it fulfills, why it exists. Typically a 5-year horizon. Usually owned by the founder, business owner, or managing director. Developed by consensus with the management team. Key question: Does the mission clearly support the vision?
9. Strategies Specific management actions designed to support mission attainment. Can either be short term or long term. Each strategy is owned by a member of the management team. Key question: Are these the right strategies to help us with our mission?
10. Organizational Goals Specific outcomes the organization intends to attain. Usually have a 1 to 3-year horizon. Each goal is owned by managers or department heads. Key question: Do the goals support the mission and do they mesh together into a cohesive package for the organization?
11. Supporting (departmental) goals Specific outcomes to be attained by functional areas. Usually owned by department heads or supervisors. Typically a 1-year horizon. Key question: Do the department’s goals and objective link to broader organizational goals? Are the goals “SMART”?
13. Action Plans Specific activities that each department or function commits to take to support each goal Typically owned by supervisors or key functional heads Usually accomplished within 3 – 6 months Key question: If we do what we say we are going to do will we accomplish the goal?
14. Tasks and To-do’s Weekly and daily activities that are in support of action plans and goal attainment. These are owned by individual employees. The key is to always be on the lookout for non-value added work. It is ok for employees to question daily work if they have a concern that it is not contributing to goal attainment.
15. For more information: Herb Drayton – President, Drayton Consulting Associates 248.952.0714 (Office) 248.408.7920 (Cell) hdrayton@draytonassociates.com (e-mail) www.draytonassociates.com Look me up on facebookand LinkedIn!
