Where there is no vision, the people perish… – Proverbs 29:18 [KJV]
In my more than 20 years experience in the corporate world, I’ve noticed that there are people and organizations who waste time, resources and energy on activities that they are not sure about.
Accidental career for individuals, enjoying the money but uncertain of what they really want. And companies who are operating in the absence of corporate identity, as long as they can pay the bills and scrape some revenues, they’re OK.
Time and resources spent on a certain task could have a meaningful return had there been a clear perspective of who they are, their purpose of existence and where they are going.
For individuals, it is of importance to appreciate their worth, their purpose in life, and where/what they want to be in a decades time. In the absence of this, they’ll just float around or climb the ladder of success only to find out that they’re on the wrong ladder.
For companies, I don’t think they operate without a vision. The very life of an organization is the vision and aspirations of the owner(s). It’s likely, that it was just not articulated, written and communicated to the organization. This is where the human resource management should come in to make sure the vision and aspirations of the owners/stakeholders are expressed in writing and communicated to the organization. Appropriate program and timely interventions included to ensure from top down, they have a common goal and organizational behaviors are defined.
The VMV Approach
VMV stands for Values-Mission-Vision. VMV is the identity of a person or an organization. It answers the 3 Ws :
- Who- the VALUES answers the who. You are known for your behavior
- What- the MISSION answers the what. And your skills and talents are best used if they know your purpose of existence, your mission.
- Where- the VISION answers the where. The end in mind, your goal for at least a decade defines where you are going.
If these are defined, the vision [a decades goal] can be broken down by year and strategies and action plan can be formulated. In this way, the plan and activities of each department are synergized and resources are maximized. From here KPIs and KRAs can be defined too, and this should be part of the factors of an employee performance appraisal.
While others believe the pyramid should be inverted, my approach is the other way around. The values is the foundation and where the mission and vision should be built. The vision is like a game, and values as the rule, the rules should not change just to win the game, rather values are articulated so that the parameters to reach the vision is defined.
The values of an organization [and individual] should not changed. It can be redefined to to include changes brought by technology, i.e. present definition of integrity should include a person’s digital and online activities. The mission “maybe” upgraded but not downgraded. But Vision, which is at least a decade goal, can be changed as soon as the vision is achieved.