I have often felt that it is the passion of the entrepreneur which he is able to portray as a vision and translate it into mission/ goals and objectives. Whenever this passion is not articulated properly, there is a generic struggle in envisioning and the statements of vision lands into being a string of words of numbers and targets;
While, I have gotten into a debate on this a few times, I would like to take up an example of how it can possibly be done without much fuss.
Firstly I believe the core of the organisation's vision has to emanate out of the prime mover who mostly is the owner/chairman or the CEO. He is at the centre of matters and interpretation of his /her thoughts/ words and sentences are key to the clarity in communication and goal setting. Thus his/her passion must be profound and as open as possible and be subjected to so many positive interpretations. Secondly, it must be understood by the key leaders of the organisation and enable them to subsequently work towards achieving this goal through the business cases/plans for the organisation for that year.
Thus the first round of leaders need to know exactly what the interpretations of the vision for their respective businesses need to be.
In my example , I would like to consider a media/entertainment house which is where I have spent most of my time.
What could possibly be a passion for the entrepreneur who has come to be in the entertainment space.
Thus he could start with a mantra of "We entertain"
One could interpret this by answering :
Who to entertain?
Demographically it could be a global market or say India or Indians all over. What it has given you is your target market /audience.
How do we entertain? Domains get defined when you say through Motion Pictures/ Broadcast / Internet/ Mobile
Now lets say we extend to quantifying this.. ( 25% of the Indians will be entertained by year xxxx). This leads to identifying how and what modes? ( Immediately distribution and devices take priority).. territories, theatrical, home videos, TV, Internet, console, Mobile etc.
All of them start looking at how they can contribute to 25 % of their respective target audiences.
Theatrical says I will get 25% of theatre audience to watch my movies, 25% of TV audience will watch my programs, 25% of the games will be mine, 25% of the music listened to will be from my stable etc.
Now, it becomes that much easy to know where the company is headed and all strategies from, forming your slate, preparing your catalogue, the distribution network expansion, resource planning and funding will fall in place.
Most importantly, every single worker of the organisation knows where he is headed and how his profile and deliverables are quantified and what his contribution means to the company.
Year on Year, the quantifiable mission of the company changes from entertaining 25% to say 30% and so on. The rest of the questions are answered automatically. You automatically add new businesses in the space, new distribution methods in the space, newer audiences in the space but the vision and communication is never changed.
It is even an easy decision to include or drop an emerging opportunity, lets say news or sports if the vision is clear.
I see quite a number of the new age companies working with unbridled passion but not well articulated mantra/vision. It takes a bit of the Boss's time and resource and certainly lays the foundation for any initiative of the company in future.
While, I have gotten into a debate on this a few times, I would like to take up an example of how it can possibly be done without much fuss.
Firstly I believe the core of the organisation's vision has to emanate out of the prime mover who mostly is the owner/chairman or the CEO. He is at the centre of matters and interpretation of his /her thoughts/ words and sentences are key to the clarity in communication and goal setting. Thus his/her passion must be profound and as open as possible and be subjected to so many positive interpretations. Secondly, it must be understood by the key leaders of the organisation and enable them to subsequently work towards achieving this goal through the business cases/plans for the organisation for that year.
Thus the first round of leaders need to know exactly what the interpretations of the vision for their respective businesses need to be.
In my example , I would like to consider a media/entertainment house which is where I have spent most of my time.
What could possibly be a passion for the entrepreneur who has come to be in the entertainment space.
Thus he could start with a mantra of "We entertain"
One could interpret this by answering :
Who to entertain?
Demographically it could be a global market or say India or Indians all over. What it has given you is your target market /audience.
How do we entertain? Domains get defined when you say through Motion Pictures/ Broadcast / Internet/ Mobile
Thus your entire spectrum is covered. Now , if you put in saying Movies, soaps, Music, Games.
etc, You have the via media ready.
This has instantaneously decided your devices of consumption: Theatres, DVDs, TV, PC, Handhelds, Mobile and others.
Which has further told you the formats of production of the content and possibly the pricing too.
Now lets say we extend to quantifying this.. ( 25% of the Indians will be entertained by year xxxx). This leads to identifying how and what modes? ( Immediately distribution and devices take priority).. territories, theatrical, home videos, TV, Internet, console, Mobile etc.
All of them start looking at how they can contribute to 25 % of their respective target audiences.
Theatrical says I will get 25% of theatre audience to watch my movies, 25% of TV audience will watch my programs, 25% of the games will be mine, 25% of the music listened to will be from my stable etc.
Now, it becomes that much easy to know where the company is headed and all strategies from, forming your slate, preparing your catalogue, the distribution network expansion, resource planning and funding will fall in place.
Most importantly, every single worker of the organisation knows where he is headed and how his profile and deliverables are quantified and what his contribution means to the company.
Year on Year, the quantifiable mission of the company changes from entertaining 25% to say 30% and so on. The rest of the questions are answered automatically. You automatically add new businesses in the space, new distribution methods in the space, newer audiences in the space but the vision and communication is never changed.
It is even an easy decision to include or drop an emerging opportunity, lets say news or sports if the vision is clear.
I see quite a number of the new age companies working with unbridled passion but not well articulated mantra/vision. It takes a bit of the Boss's time and resource and certainly lays the foundation for any initiative of the company in future.
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