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Back to the future

Back to the future. Directors ’ Conference, April 2013. What about our ‘ vision ’ and ‘ mission ’ ?. What about our ‘ vision ’ and ‘ mission ’ statements?. Vision: To be a leader in language education sector in the provision and enhancement of support services for affiliated schools

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Back to the future

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  1. Back to the future Directors’ Conference, April 2013

  2. What about our ‘vision’ and ‘mission’? MJG_0213

  3. What about our ‘vision’ and ‘mission’ statements? Vision: To be a leader in language education sector in the provision and enhancement of support services for affiliated schools To set and maintain benchmark quality standards in language training. To foster financial strength and sustainable growth of shareholders’ schools. To work with our members to make the IH brand synonymous with leadership and best practice within the sector. To promote intercultural communication and understanding by facilitating the provision of high quality language related services at a global level. MJG_0213

  4. What about our ‘vision’ and ‘mission’ statements? • Who are they for? • Are they clear? • Are they inspiring or do they make you think: “True, but who cares??” MJG_0213

  5. Why does IH need a ‘core ideology’? • “Companies that enjoy enduring success have core values and a core purpose that remain fixed while their business strategies and practices endlessly adapt to a changing world.” • Collins, J.C. & Porras, J.I. MJG_0213

  6. A ‘core ideology’ for whom? • International House World Organisation Ltd? • International House Trust? • International House Timbuktu? • or just “International House”? • . MJG_0213

  7. How do we come up with a ‘visionary’ vision? • A well-conceived vision consists of two major components: • Core ideology • Envisioned future MJG_0213

  8. MJG_0213

  9. What does core purpose look like? MJG_0213

  10. Why is the core purpose of an organisation important? • Core purpose is the organisation’s reason for being. • An effective purpose reflects people’s idealistic motivations for doing a company’s work. It doesn’t just describe the organisation’s output or target customers; it captures the soul of the organisation. You cannot fulfil a purpose; it is like a guiding star on the horizon – forever pursued but never reached. MJG_0213

  11. Why is the core purpose of ‘International House’ important? • Operating practices, cultural norms, business strategies and processes are in constant flux, but the spirit of International House does not change. • If we know what we CANNOT change, we understand better what we CAN change and our purpose helps us align our actions. MJG_0213

  12. Some examples of core purposes: • HP: To make technical contributions for the advancement and welfare of humanity; • Nike: To experience the emotion of competition, winning, and crushing competitors; • Wal-Mart: To give ordinary folk the chance to buy the same things as rich people; • Disney: To make people happy MJG_0213

  13. Envisioned future • A 10 – 30 year audacious goal (a BHAG!) • + • Vivid descriptions of what it will be like to achieve the goal • A durable vision – built to last – and not needing revision with every business fad or change of leadership MJG_0213

  14. Envisioned future • Whatis a BHAG? • a BigHairyAudaciousGoal • i.e. a veryambitious, clearlyarticulatedplanthatrevsupthewholeorganisation MJG_0213

  15. BHAGs • Set well into the future; • Require thinking beyond the current capabilities of the organisation and environment; • Are not sure bets; • Demand extraordinary effort and a little luck! MJG_0213

  16. An example: • Sony in the 1950s: • BHAG: To become the company most known for changing the worldwide poor-quality image of Japanese products. • Description: Fifty years from now our brand name will be as well known as any in the world… and will signify innovation and quality… “Made in Japan” will mean something fine, not something shoddy. MJG_0213

  17. Is all this for us? • Is it worth finding the “International House “ core ideology? • Should we start the next 60 years thinking how we can win, be the best we can be, look beyond our current competences to reach further and higher than we have before? • Can we recast our vision into an effective context for building a visionary organisation? MJG_0213

  18. “Building your company’s vision” • James C. Collins and Jerry I. Porras • in “HBR 10 Must Reads on Strategy”, 2011 MJG_0213

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