Vision and Values

Vision and Values
Dr. Adeyinka Adewale

© Oceanova Innovations Ltd 2022
1
Objectives
• Explore the importance of vision, values and strategy in
ensuring organisational success.
• Identify the critical relationships amongst the key elements of
the strategy pyramid, that is, vision, values and strategy.
• Critically apply the Johari Window as a tool for individual
reflection and building team effectiveness towards values,
vision and strategy alignment
2
Pyramid of strategy
3
To what extent does having a clear
vision, values and strategy enable
organisational success?
4
"Typically executives devote a tiny percentage of their
time and effort to gaining understanding, a tiny
percentage to creating alignment, and the vast majority
to documenting and writing a statement. In fact, the
distribution of time and effort should be nearly the
opposite: spend the vast majority of your time creating
alignment. In short, worry about what you do as an
organization, not what you say"
(Collins, 2009).
What my teaching team taught me as their leader
Visible Modelling
6
Reflections: What then?
• My values as a leader set the tone for the team culture. What I
said didn’t matter, what I did mattered more – visible modelling
• The alignment of vision and values informed strategy
implementation
• Vision though strong, often sat in the ‘background’ and the way
people felt elicited commitment
• Vision and mission were mentioned once, 10 weeks were
focused on building systems and processes that were aligned
with the values I believed should underpin the team
• The outward workings were in initiatives that formed a
community of practice where team members felt they were a
part of something special. 7
A qualitative analysis of how strategy,
leadership, vision & values impact
performance
• Trust aligned employees in performing the mission. Company A
had no formal, written, or communicated mission statement
and was successful while company B did, yet performance
lagged.
• Company A’s strategy unified the leadership and their executive
team was aligned, with some execution inconsistencies, and
achieved success, company B’s had two leadership factions.
• Commitment and loyalty, a component of vision and values,
thrived at company A, which indicated a high confidence in
their executive team and the CEO.
(Crider 2020) 8
A qualitative analysis of how strategy,
leadership, vision & values impact
performance
• Employees indicated culture played a major role in trust,
satisfaction, and commitment to their organization and leaders.
• Strategy defines direction and focus. It focuses on
resourcefulness and skilfulness, while culture defines
engagement, passion, and execution.
• The corporate headline, including vision and values, and
leadership which sets the strategy through messaging in a
manner that is aligned with the company governance and
culture results in commitment to performance and success.
(Crider 2020) 9
How are systems of accountability
built in organisation to ensure overall
alignment with the vision, mission
and values?
10
Trust can be enhanced by revealing more
information about yourself to others and by
receiving and accepting the feedback that
they give to you.
11
“How do we see ourselves, and is
this different from how others see
us?” – The Johari Window
The key to building trust, commitment and loyalty
12
Johari Window
The rationale behind the Johari window is that people have the
innate ability to adopt four approaches to interpersonal
relationships with respect to themselves:
• Ability to disclose a lot of information about themselves
• Ability to disclose any information about themselves
• Ability to receive feedback in constructive way
• Ability to resist any feedback about themselves
13
14
Closing Task & Reflection
How can a better knowledge of ourselves
and others help inform the actualisation of
corporate agendas?
15
Conclusions: What then?
• Leaders and their visions are judged by how well they have
mobilize commitment.
• Vision and values create a framework that ought to align
employees and create a common behaviour which is expected
of all members.
• By the extent to which new ways of working have become
routinized and by how well the overall culture, including their
own behaviour, supports and reinforces their vision.
• Through the articulation of vision and values, strategic
management creates the conditions to develop goals and
define duties that result in organizational success
(Jick, 2001)
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References
• Beagles, J.E., 2017. Organizational Values and the Network Governance of International
Nongovernmental Organizations (Doctoral dissertation, The University of Arizona).
• Collins, J. C., (2009). Core values: Align your actions with them, Leadership Excellence, 5.
• Crider, B., 2020. A Qualitative Analysis of How Strategy, Leadership, Culture, and Vision &
Values Impact Performance Results (Doctoral dissertation, University of Charleston-
Beckley).
• Jick, T.D. (2001), “Vision is 10%, implementation the rest”, Business Strategy Review, Vol. 12
No. 4, pp. 36‐8.
• Liao, K.H. and Huang, I.S., (2016). Impact of vision, strategy, and human resource on
nonprofit organization service performance. Procedia-Social and Behavioral Sciences, 224,
pp.20-27.
• Luft, J. and Ingham, H., 1961. The johari window. Human relations training news, 5(1), pp.6-
7.
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Dr. Adeyinka Adewale

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