How to Fundamentally Transform Your Business Part 1: Vision
Have you ever started an internal project and at the outset thought, ‘This is going to be bloody hard’? Yes, we all have. There’s a reason for this and it’s nothing to do with your intelligence.
Any internal project needs support, and not just in the form of a big PO and a target stuck on your back, but true support from your leadership who are all aligned and really clear on what they are trying to achieve. A project needs to be done for the right reasons, and those reasons need to be shared.
A train only works with rails.
As the world’s most human-savvy agency and with a strong focus on digital, we’re in a unique position to help clients remove the ‘hard’ bits from their internal projects.
In this series of blog posts, I’m going to give you some awesome insight into what some of the biggest organisations still fail to do effectively, and give you the five top tips to fundamentally transform your organisation.
Kicking off with…
As a leader, you must make it clear to the world what you’re trying to achieve. If people don’t know, then they will think you are mad. If you work in an organisation that doesn’t have a clear vision, then you should apply to become CEO as there is probably a vacancy coming up.
How do you set a vision?
Let your ambition ignite! Ask yourself what you are truly compelled to do. Not just what you desire, but what you are desperate to achieve. What part of the world do you want to change. How do you want to change it?
Remember that you are a visionary - this is coming from your soul - and you are going to live and breathe this every day. The first person who needs to be aligned with your vision is you.
This is how you’ll screw this up:
Firstly, people try and do this in the wrong state. If you’ve just shut down your budget planner or it’s still open in another tab, then you’re probably in a logical or ‘left brain’ mode, your creativity is done for the day. You must set a vision from an ‘impossible’ perspective first, a childish perspective. What would you do if money, time, energy, resources and people (and maybe even the laws of physics) weren’t a factor? Work back from there, but not too far. It’s got to be believable, but only just. It’s healthy for a vision to have some naysayers as it polarises them from the believers, your followers, and stiffens their resolve to make it a reality.
Secondly, you’ll start to Google ‘example company visions’. I’ll save you the bother - Apple/Google/Blah blah blah... Please don’t do it as it’s not going to help you. Be creative, be unique (you’ll thank me for that).
Lastly, you’ll get horribly confused between a shareholder vision and a company vision. The shareholder vision is the one where you can focus on boring stuff like wealth generation and financial attainment or market position, e.g. ‘To be the biggest company in our industry.’ It’s great to have this, but it doesn’t really prod the biochemistry in anyone but shareholders. Communicate this at board meetings.
The company vision is the one you can get everyone else excited about - i.e. the people that will ultimately deliver the shareholder vision whether they know it or not. Communicate this vision until everyone is sick of it, then a bit more. Soon you won’t ever need to say it as everything everyone does will be reinforcing it. Make this inspiring, ambitious and fun. Lab’s vision is to be the most human-savvy agency in the world, if that helps you with your thinking. It’s a global ambition, within a specific niche. Totally doable and we’re not a million miles away from being near it, but the cool thing is that no one can ever truly say “we’re there…” so the game never stops.
- In this series of blog posts, I’m going to give you some awesome insight into what some of the biggest organisations still fail to do effectively, and give you the five top tips to fundamentally transform your organisation.