Shared Enterprise Vision

Enterprise Design Patterns | Impact Patterns

#6: Shared Enterprise Vision

“Self-organization is sparked by a common aim and shared values.”
- Jutta Eckstein et.al

Related Patterns:

#1: Personal Enterprise Vision, #4: Executive Buy-In, #13: Nurtured Trust

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The enterprise lacks a clear sense of 'why' and you need alignment to establish shared objectives.

In this context:

Most enterprises lack a vision statement that is clear and appealing. Many initiatives are not aligned with a common sense of ‘why’ and often get funded even when they do not contribute to the shared purpose.

Therefore:

You help the enterprise produce a compelling shared vision. The mandate of your executive buy-in lets you lead and facilitate meetings with co-creators where you:

• Help them put the ‘why’ into a story;
• Focus on new ways of creating value for customers, partners, and employees without getting stuck on financial goals only;
• Anchor the future vision in the current architecture and strengths of the enterprise (existing products, customer journeys, capabilities) to keep expectations realistic;
• Make the vision concrete enough to serve as guidance, but do not over-constrain the creativity of autonomous teams.

Then you:

• Invite feedback from a wider audience;
• Adjust the vision on a regular basis, incorporating results of trials and experiments.

Consequently:

Enterprise design work is now based on a coherent, compelling shared vision. Invalid assumptions have less chance to lead decisions and implementations. The compelling vision helps people connect their individual ambitions to the goals of the enterprise. This will reinforce their sense of contribution and make their work more motivating.