Shared vision and strategy

Leaders must strike a difficult balance with regards to the future. They must be able to create alignment and engagement to a shared future while simultaneously be able to think differently about the future (disruptive thinking). CATALYST4 helps develop shared vision and clear strategy.

Shared vision

Shared vision does not mean “I have shared my vision with you, so now we have a shared vision”. Further, creating vision statements rarely produces the commitment and energy hoped for with visioning. CATALYST4 works with teams and organisations to involve people in the thinking and decisions about the desired future.

We use approaches that go beyond words and engage the hearts and minds of those involved. The result is an increased commitment to, energy for, and confidence in the future.

Recent example

  • With the appointment of a new CEO and the requirement to create a new 5-year strategic plan for the Ministry we designed a process that:
    • Signalled a new collaborative and participative style of leadership.
    • Engaged staff and key external stakeholders in the thinking and decisions about the future.
    • Gained clarity and commitment on the vision, key strategic objectives, and strategic initiatives within the organisation.
  • The process has generated a strong cultural change within the organisation, has strong commitment from council, executives and staff, and the outputs are recognised by the Ministry as being innovative, aligned and clear.

 

Strategy

While shared vision is about aspiration and commitment, strategy is about analysis and clarity. We help executive teams and individuals focus on the core questions for creating strategic clarity, and we help them challenge the assumptions they have about the future.

In doing so, we focus the organisation on the areas that matter most, and ensure that different views are harnessed to create robust thinking about the future.

Example 1

  • CATALYST4 worked with a combined group of executive team and high potential talent to conduct a thorough strategic analysis and to decide the 5 year strategic focus and priorities for the organisation. In the past, differences of opinion and the mix of personalities had meant shared strategic decision making did not occur.
  • The process incorporated vision and mission, industry and competitor analysis, and organisational capability and culture analysis.
  • Our work has created both clarity and increased commitment to a strategic picture of success.

Example 2

  • CATALYST4 designed a programme incorporating three workshops and activities over a 3-month period involving leaders from across a multi-national organisation. It was intended to help these leaders think differently about the future.
  • The programme had participants actively creating their team’s strategy, working with their manager, team, and peers during the course of the programme. The programme is customised to a strategic framework developed by the organisation (in consultation with key strategy experts across the organisation).
  • A strategic review of the programme by the organisation indicated that:
    • While a number of strategy development programmes are offered across multiple countries, CATALYST4’s programme has been selected as “best in class” and is being offered internationally (replacing other alternatives).
    • The process of applying (not just learning about) strategy provides a model for how they would like the delivery of other leadership development conducted within their organisation.