Identity
An organisation needs a purpose, an intention – that is the core of its identity. Identity begins even before the vision; it is something that remains, something like the good cause that the company stands for.
This has a deliberate moral undertone: it should be inspiring, inspire people and give them orientation and a set of values to rely on.
Intent, purpose and the ‘Start with Why’
An example of two product presentations (described by Simon Sinek, in this case Microsoft Zune and Apple iPod) from Microsoft and Apple makes it clear how the presence of an intention becomes visible:
- At the Microsoft presentation of Zune, the majority of speakers devoted a good portion of their presentations to how they would beat Apple.
- At the Apple event, 100 per cent of the speakers spent 100 per cent of their time talking about how Apple tries to help teachers teach and students learn.
Microsoft had chosen a metric (‘beat Apple at music players’) that didn’t offer them any help, however, in terms of what would happen with the next product. And just as ‘after the game is before the game’, after each product comes the next one. Only a consistent perspective provides a long-term orientation.
Apple had this north star, this consistent orientation: to create the best user experience for its customers. And that gave them the advantage, gave them the resilience to act correctly under changing requirements.
It should also be noted that Microsoft in its early days (under Bill Gates) certainly had a purpose: ‘information at your fingertips’, i.e. making information easily available to everyone at all times.
Vision
If there is anything general that can be said about a vision, it should include
- Create a vision that is based on the needs of your users, not on assumptions and the end result (although of course this will come into play at some point). Think long term.
- Find your north star. In most cases, it will be the answer to the questions: ‘How can we best serve potential users with unique, valuable and actionable content?’ and ‘What unmet needs or unanswered questions might they have?’
You will try (or have tried) many different strategies, and some will have been more successful than others, but more important than trying is the process of reviewing and adjusting the vision.
- Is the vision aligned with our identity, our purpose?
- Is customer value at the forefront of the vision?
- Is the vision compelling for employees, customers and the public? Can it evoke emotions that release additional energy?
The decision for an intent and a paradigm will have a direct impact on the selection of the management model.
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