|
|
Designing a Viable Vision |
|
When designing a Viable Vision, meticulous thought and effort create a tailored and effective Strategy and Tactic Tree.
|
Synchronization, Communication, Alignment, Results |
|
The bigger the company, the bigger the challenge to communicate clearly through the levels of command, from the CEO all the way to the worker. And the bigger is the challenge to synchronize the different silos.
|
|
The ability of individuals and teams throughout the company, at all levels and functions, to answer these five questions, indicates the degree to which the company is aligned and synchronized. |
VIABLE
VISION
:
:
:
:
|
|
|
|
|
|
Necessary Assumption |
|
|
|
Strategy |
What am I/are we responsible for accomplishing?
What is the objetive (desired state) of the step? |
|
Why is what I’m responsible for really needed by the organization to improve vis-à-vis its goal?
Why is this strategy an essential element in the achievement of the Viable Vision? |
|
|
|
Parallel Assumption |
|
|
|
Tactic |
What must I/we do to accomplish the objetive?
What is the appropriate activity to achieve the objetive? |
|
Why my activity is appropriate to achieve my objective?
Why is this the chosen Tactic to achieve the corresponding Strategy?
|
|
|
|
Sufficiency Assumption |
|
:
:
:
:
:
|
|
Why is accomplishing this at risk without providing another level of details for my subordinates?
What governing rule is likely to be ignored when going about implementing this step?
|
|
|
Contact us...
