“Ann identifies the crux of a problem and solutions that work for you. No one is better.” more ...
Perry Walraven, President and CEO, Performance Controls, Inc. a Subsidiary of Hitachi Medical Corporation
more...
“On a collaborative project with Boeing Phantom Works, Ann did a tremendous job in identifying cost drivers, producibility issues, and productivity barriers of a supplier organization.” more ...
Ed Gerding, Chief Engineer C-17 St. Louis, The Boeing Company
more...
“‘Uncommon Meetings’ is a must read for everyone in any organization, not just top management.”
Al Kasper, President & COO, Savage Sports Corporation
more...
“Ann Latham is one of the best business speakers I have heard.” more ...
Dr. Alan G. Robinson, Isenberg School of Management, Author - "Corporate Creativity: How Innovation & Improvement Actually Happen"
more...
“Ann’s book, Clear Thoughts, is the fresh, grounding breath of perspective every executive needs.” more ...
Jane Lansing, VP Marketing, Emerson Process Management
more...
“Ann truly helped us achieve profitable, predictable growth while improving the quality of our methods and processes.” more ...
S. W. Emery, Jr., Chairman and CEO, MTS Systems Corporation
more...
“Ann uncovers common ground, creates opportunity, and guides the group to shared conclusions in remarkably little time.” more ...
Laurie Fenlason, Vice President for Public Affairs, Smith College
more...
“Ann, I love your Clear Thoughts newsletter. I read every edition. They’re all fantastic, and highly relevant to Medtronic.”
Paul Franson, Clinical IT Development Manager, Medtronic
more...
“I hadn’t realized how entrenched I was in so many time-wasting habits until Ann Latham made them transparent.” more ...
Jim Goodwin, CEO, Center for Human Development
more...
“If you haven’t worked with Ann, heard her speak, or subscribed to her newsletter, you are missing a great opportunity!” more ...
Suzanne Bates, CEO, Bates Communication
more...
“I would recommend Ann to anyone who wants to make better plans and decisions with greater speed and confidence.” more ...
W. Lowell Putnam, Chairman/CSO, VCI (Video Communications, Inc.)
more...
“You are clearly a gifted facilitator and helped us achieve some important outcomes. The ROI was there.”
Bob Fazzi, President & CEO, Fazzi Associates
more...
“’Wow’ sums it up nicely.” more ...
John Heaps, President, Florence Savings Bank
more...
“Ann’s presentation on improving productivity would be valuable for anybody, including CEOs.” more ...
Linda Sullivan, CEO, NEMT
more...
“Working with diverse technical team members, Ann was able to gain consensus and win over even the skeptical.”
Dana Badgerow, General Manager, AeroMet Corporation
more...
“Ann has planning an effective meeting down to a science and… it works!” more ...
Dan L. Gibbons, Principal, Gibbons & Associates Consulting
more...
“I’ve never been to a retreat that was so focused, so fast paced, and with such clear progress throughout.”
Jay Primack, Managing Partner, Moriarty & Primack P.C.
more...
“Ann is simply outstanding at moving a group to a strong conclusion.” more ...
Chuck McCullagh, CFO, The Williston Northampton School
more...
“Ann transformed our thinking about how our organization works. She truly lives up to her brand of ‘uncommon clarity.’” more ...
Suzanne Beck, Executive Director, Greater Northampton Chamber of Commerce
more...
“The process that our committee engaged in was outstanding and the outcome of our work is truly exceptional.” more ...
Russell Peotter, General Manager, WGBY - Public Television for Western New England
more...
“The time and stress saved by one phone call with Ann was astounding.”
Rev. Johanna McCune Wagner, Director of Religious Life, The Culver Academies
more...
Receive Our Complimentary Newsletter
Mission, Vision… Poppycock!
Secretly now, do you cringe when you hear people talk about missions, visions and values? Do you feel like the business world got lost in the semantic twilight zone years ago? Ever seen a company spend tons of time, energy and money trying to navigate the mumbo-jumbo of strategy development while the obvious was neglected?
I've felt it and I've seen it so I know just how you feel. Somehow, the entire process of developing a strategy, which is a completely natural process to many, has been derailed and obfuscated. There is more focus on the quality of the vision statement than the value of the vision it is meant to express. Your mission statement may be in limbo because it is said to be missing a critical required component even though your personal sense of mission may be strong and clear as can be. Books and speakers seem to differentiate themselves by promoting yet another set of definitions and process handcuffs. Bright people are silenced by their embarrassment at having to ask repeatedly for clarification.
Why all this attention on definitions, perfectly crafted statements, and aesthetically framed proclamations, rather than a clear sense of direction?
I can't answer that question, but what I'd like to do is provide a simple example to show you just how natural is the process of developing a mission, vision, values, and strategy. I'm not saying that a good strategy is easy to come by. I am saying that one is much harder to come by if you focus so much energy on the process as opposed to the purpose.
All Natural Ingredients
Let's start with a familiar itch: "The grass is greener on the other side of the fence. I wish we were over there."
"Why?"
"Because if the grass is so green, think of the vegetables we could grow! I want to be the Pioneer Valley’s answer to the Jolly Green Giant, but without the steroids!" (Our Vision!)
"But wait a minute, is that all we care about? Growing vegetables?"
"Yes, we want to grow wonderful vegetables so people far and wide can eat well and be healthy." (Our Mission!)
"But why do we have to move?"
"Because this yard is small, the soil poor, and the shade heavy."
"OK. But if we are going to move, maybe the yard next door is not the best choice. What should we look for? What kinds of vegetables should we grow? How much land do we need? How will we pay for it? How much money can we make? Will we have to borrow money? Will we need to hire people? Are there enough good workers near by? I don’t know how to hire people! What else will we need to learn? We need to answer a zillion questions. What will our business really look like?" (We need a Strategy!)
"Now that you mentioned hiring, I want to be sure all of our employees understand that providing excellent, fresh, organic produce that can compete in the marketplace with 'inorganic' (?) produce requires teamwork, attention to detail, innovation and honesty." (Our Values!)
"Once we have answers to all of those questions, we’ll have to get busy and find the right land, learn lots, buy some equipment, and do a ton of other things before we can even think about planting new vegetables." (Implement the Strategy)
"In the meantime, I guess we better keep our little garden going and bring what we can to the farmer's market as usual." (Split our attention between managing operations and implementing our strategy.)
So When Did Things Get So Complicated?
Wouldn’t you agree this example represents a pretty natural process? A vision was born, a mission clarified, a strategy begun, and values identified without ever using any of those distracting words.
It is not always easy to ask all the right questions. Nor are the answers going to be obvious. However, the process need not be complicated. Energy wasted on semantics and the process itself reduce the energy available for asking the right questions and finding the best answers.
Keep it simple:
- "Remind me again, what make this business important to us?" (mission)
- "Given the market, the competition, and all the other external factors, what niche will allow our business to survive and thrive?" (strategic direction)
- "If we dream a little, how cool could it be?" (vision)
- "Yikes! Very cool! But what would this business have to look like to do that? What products and services, what processes, what knowledge, what skill, what infrastructure, and what kind of investment would make that possible?" (strategic framework)
- "What attitudes must we nurture if we are to succeed?" (values)
More than ever, this fast-paced, topsy-turvy world demands great vision, strong commitment to your mission, intentional support of values, and a quick, flexible approach to strategizing so that you can stay ahead of the curve. And if you don’t like the words, don’t use them. Ask the right questions and find good answers.
© 2006 Ann Latham. All Rights Reserved.