Microsoft Services in Australia needed to undergo a substantial change to achieve the aggressive growth targets required. We needed to achieve fundamental culture change in who we were, how we worked and how we achieved outcomes. The management team came together and exceeded this goal. I have subsequently leveraged my prior experience in change management and combined it with the approach and techniques that we developed for Microsoft Services to created the “Attributed Vision”.
Using a unique approach the management team of 5 managed to double the revenue, improve both customer satisfaction and employee satisfaction measures, improve the culture and achieve the desired outcomes.
What is an attributed vision ?
An Attributed Vision is a vision document aimed at small organisations or departments, ideally those that are undergoing change in response to external factors, and need to adopt or respond to this change over a relatively short period of time (2 to 3 years). The vision is outcome orientated and designed to have a core element and then a number of supporting, tangible attributes. When executed correctly, Attributed Visions can be a key success factor in achieving successful organsiational change.
What is the process?
In developing a Attributed Vision we also need to build a journey for the organisation to take. This starts with the case for change. Where are we now and why do we want to change? This is something that needs to be succinct and tangible. It is something that every person in the organisation can understand and embrace.
The second step is to build the vision which comprises of the Attributed Vision and a vision placemat. It answers the question “What is it we want to look like in X years ?” and “What are the attributes that the organisation has to demonstrate this ?.”
The art in a good Attributed Vision is the wording of the vision and the content of the vision placemat. It is important that the vision and its supporting elements are not percieved as management or marketing speak.