30 October 2009

Applying Vision, Mission and Values in Daily Activities, Creatively (VMVDAC)

……Surviving and Thriving through Turbulent Period.

Presentation by M.G.P.L.Narayana@

Second International Conference on‘Igniting the Genius Within’

October 22-25, 2009, ISB

30 October 2009 2

In times of Turbulence…

30 October 2009 3

Paradigm Shifts: interspersed with Innovation & Design Cycles

DESIGN

Innovation

Innovation

Design

Innovation

Pro

blem

s S

olve

d

Time

Paradigms

30 October 2009 4

Rate of Change

DESIGN

Radical Change

Pro

blem

s S

olve

d

Time

ParadigmsProgressive Change

Creative Change

30 October 2009 5

Paradigm Shift

INNOVATION

DESIGN

INNOVATION

PARADIGM (A)

Breakthrough Change

PARADIGM (B)

CREATIVE CHANGE

IMITATION

PROGRESSIVE CHANGE

DESIGN

TIME

PR

OB

LE

MS S

OL

VE

D

CREEPING PROBLEMS

RelationshipsEconomyTechnologyEnvironment

30 October 2009 6

Innovation, Design & Change

CHANGE

INNOVATION DESIGN

30 October 2009 7

Innovation: Ideation to Value Creation

Idea Creation

Explore Solution

Exploit Market

Value Creation

INNOVATIONCreativity

30 October 2009 8

Innovation: Business Change in the Making

Idea Creation

Explore Solution

Exploit Market

Value Creation

INNOVATIONCreativity

Organize forCompetitiveness

ModelInnovation

ProcessInnovation

Product/ServiceInnovation

Commitmentto Excellence

30 October 2009 9

Idea Creation

Explore Solution

Exploit Market

Value Creation

INNOVATIONCreativity

Organize forCompetitiveness

ModelInnovation

ProcessInnovation

Product/ServiceInnovation

New Opportunities

Innovation: Business thriving with new Opportunities

Commitmentto Excellence

EmergingChallenges

Organize forSolution

R&DFunction

BusinessFunction

30 October 2009 10

Innovation & Change

Change is Constant.Innovation is the change in the making.

.. .

Innovation is a way of life.

“You cannot step into the same river twice, for fresh waters are ever flowing in upon you.” - Heraclitus

30 October 2009 11

Character and Culture of an organization

Dharma is that which helps in holding the system together.

VMVs are the attributes of Dharma of an organization.

30 October 2009 12

VMVs

•Vision is ‘what we want to be’.•Mission explains ‘ why do we exist ’.•Values articulates ‘how we intend to live as we pursue our mission’.

Organization Character => Values translated into action!

30 October 2009 13

Why mission programs fail?

•Lack of definition in the vision.•Lack of management commitment.•Lack of stakeholders enrollment.•Lack of planning and focused implementation.

•Inability to deal effectively with breakdowns as they occur.

•etc.,Every improvement opportunity should be used to reinforce

the organization culture , adhering to VMVs.

30 October 2009 14

Code of Conduct

MISSION

VALUES

Operating

Strategies/Practices

AlignmentEnvisioned

Future

Visionary Enterprise in nutshell

30 October 2009 15

Recommended steps to select improvement projects

•Identify Opportunities for Improvements (OFI) from reviews/studies/surveys.

•Prioritize the projects from OFI.•Relate & Align these projects to Vision, Mission, Values (VMVs).

•Empower the participating teams.•Communicate the improvements needed.•Review the current practices and identify the gaps.

•Recommend revised practices.•Implement & Measure.

30 October 2009 16

ExcellenceRepeat bus.CSI

Customer centered global organisational

behaviour

Joy of stake holdersNumber, quality,assets

Interactions withAcademic

institutions

InnovationNumber , Quality

Improve Performance Proposals

Best-in-class Competency, ESI

Sharing Best practices

SharingCompetency, ESI

Knowledge Sharing

Respect for individual ESI

Process LearningCustomerFinanceProjects/BSC

Joy of stake holdersNumber of associates

Encourage and support key communities

IntegrityRepeat bus.CSI

Aggregation andAnalysis ofcomplaints

LearningCSI,Realization

Trainingeffectiveness

Environment of empowerment

Mapping Missi

on & Values

(should str

ive for “

leading ch

ange”

through these

projects)

30 October 2009 17

This slide is intentionally left blank

30 October 2009 18

X-Matrix, Communicating the alignment of Mission & Values to Project Teams

X-Matrix as a communication Structure: Holding together

30 October 2009 19

GOAL

OBJECTIVES

TARGETS &Measures

OVERALL RESULTS

Relevance Action

Feedback Leads to

Visualize the success : GOTO Framework“Begin with the End in Mind”

Habit 2 . From Stephen R. Covey’s

Mission

Vision

Values

30 October 2009 20

M.G.P.L.NarayanaVice President (R&D), BS&CC

mgpl.narayana@tcs.comTCS, Hyderabad