The Committed Enterprise: How to Make Vision and Values Work
This guide describes how to build unstoppable organizations, whether businesses or charities, hospitals or orchestras, by managing vision and values scientifically yet creatively.
TABLE OF CONTENTS The Committed Enterprise: How to Make Vision and Values Work
Chapter 3: The Seven Best Practices for Creating the Committed Enterprise
Overview
Chart 3.1: The Seven Best Practices
Chart 3.2: Best Practice No. 1 - linking stakeholders
Best practice defined
Based on research (Chapter 1, p. 14), seven key steps in making vision and values work were identified. They were developed by considering two simple questions for each organization:
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How successful has it been in implementing vision and values, and what are the reasons for success, or failure?
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What practices and processes worked best?
The seven steps in best practice management of vision and values apply to every type of organization. Chart 3.1 describes and defines them. Each of the seven best practices introduced here is covered individually in later chapters.
The Seven Best Practices
Best Practice No. 1 - building foundations, linking stakeholders
The best practice formula is that of the Committed Enterprise, based on the three legs symbol:
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committed customers + motivated employees = satisfied resource providers.
Strong vision and values are the focal point which unites these three main stakeholders. If they are constantly at war, it will be impossible to make vision and values work. If there is friction and politics, much time will be wasted.
At IBM, customers, employees and partners are linked to its vision of the world's premier knowledge management company. So is the key value of customers first. As Lou Gerstner said: "A customer is now running IBM." At all his management meetings, two key charts are always shown - IBM customer satisfaction relative to competition, and market share. [1]
In many companies,...
Copyright Hugh Davidson 2002 under license agreement with Books24x7
