In 1993 AT&T released a massive ad campaign called “You will.” How many of them came true? EZ-Pass, books online, video conferencing, and voice recognition technology. How many of them didn’t? Faxing from the beach (touch technology did though), or public phones with Skype built in - who uses a public phone now? I don't even know how they work anymore.
The great thing about this ad campaign is that I take most of these technologies for granted now. They're a part of my every day life. However, not to long ago, they were simply dreams in people's minds and hearts - dreams that were birthed through vision, strategy, and process.
Krama Consulting and Development is about a lot of things (I'm ambitious). But it's mainly about one thing - assisting people in realizing their dreams through vision, strategy and process.
As you watch this video with these commercials, think about your dreams and how they might come.
Best wishes and happy dreaming:
Showing posts with label vision. Show all posts
Showing posts with label vision. Show all posts
Tuesday, July 21, 2009
Thursday, July 2, 2009
Integral Business I: Short-Term and Long-Term
For the purpose of this blog and post, business is defined as any operation creating capital increase. The hub of a business is making money. This, of course, doesn’t mean that businesses can’t do other things, as they both do and need to – look for a future post: Penta Bottom Line. This simply means that the creation of new capital is the generalizing principle for all things defined as business.
The core intention of this blog is to illustrate what an integral business is, how it operates, and how it is created. My assumption is an integrally framed business will ultimately be more profitable and sustainable (meaning: existing for a longer period of time) than a business that is not.
Businesses typically focus on capital and profit. This makes sense given that business’ organizing and general principle is generation of new capital; however, in our contemporary world with stockholders and stakeholders operating at multiple levels, this has come to mean consistent quarterly increases with solid strategy reaching generally about three quarters out.
An integral business considers many different things as essential to both its existence and profitability. Short-term profit growth is important, as is long term. There are many examples of individuals and organizations that have made decisions that boosted short-term increases, but were ultimately detrimental in the long-term (both to profit and sometimes the viability of the organization).
I recommend that organizations visionize and strategize ten years forward. I understand that ten years is a very long time. Things change rapidly in this world: the market, technology, governments and law, generational preferences in the workforce, social values, and the environment. However, with the assistance of forecasting, intuition, and highly developed leaders and strategists, a ten-year vision and strategy is not simply possibly, but functional and necessary.
Visions and strategies are not fixed, concrete things. They are meant to be dynamic, adjustable, and molded with the feedback of the market and further insight. Though they adjust over time, vision and strategy becomes the guide for every decision made in the present moment. Each decision for profit in the present is measured against a ten-year vision and strategy, and the evaluation considers both short-term and long-term impact (imagine if Enron did this).
An integral business works dynamically in the present while always keeping its sight ten years forward. The relationship and tension between the present and the future (while considering the past) more greatly enables a business for present and future profitability.
The core intention of this blog is to illustrate what an integral business is, how it operates, and how it is created. My assumption is an integrally framed business will ultimately be more profitable and sustainable (meaning: existing for a longer period of time) than a business that is not.
Businesses typically focus on capital and profit. This makes sense given that business’ organizing and general principle is generation of new capital; however, in our contemporary world with stockholders and stakeholders operating at multiple levels, this has come to mean consistent quarterly increases with solid strategy reaching generally about three quarters out.
An integral business considers many different things as essential to both its existence and profitability. Short-term profit growth is important, as is long term. There are many examples of individuals and organizations that have made decisions that boosted short-term increases, but were ultimately detrimental in the long-term (both to profit and sometimes the viability of the organization).
I recommend that organizations visionize and strategize ten years forward. I understand that ten years is a very long time. Things change rapidly in this world: the market, technology, governments and law, generational preferences in the workforce, social values, and the environment. However, with the assistance of forecasting, intuition, and highly developed leaders and strategists, a ten-year vision and strategy is not simply possibly, but functional and necessary.
Visions and strategies are not fixed, concrete things. They are meant to be dynamic, adjustable, and molded with the feedback of the market and further insight. Though they adjust over time, vision and strategy becomes the guide for every decision made in the present moment. Each decision for profit in the present is measured against a ten-year vision and strategy, and the evaluation considers both short-term and long-term impact (imagine if Enron did this).
An integral business works dynamically in the present while always keeping its sight ten years forward. The relationship and tension between the present and the future (while considering the past) more greatly enables a business for present and future profitability.
Thursday, June 18, 2009
Vision and Strategy
Back to the basics.
Whenever I meet with someone for the first time, I ask two questions: 1) what's your vision, and 2) what's your strategy?
Most of the time, I sit there for about an hour while I listen to a long ramble that doesn't quite make sense. I then ask again: so, what's your vision and what's your strategy?
It quickly becomes clear that they don't really know, can't really articulate it, are lost in vision, or have a sense of strategy that doesn't move too deep because they're lacking vision.
For organizations (and individuals) to be successful there has to be clear vision and strategy, and everyone (I do mean everyone) at the organization should be able to articulate it, think on it, change on it, practice it in a dynamic and personal way.
Your vision and strategy needs to be precise, simple, and clear, as this is where all else will move forward.
What's your vision? What's your strategy?
Whenever I meet with someone for the first time, I ask two questions: 1) what's your vision, and 2) what's your strategy?
Most of the time, I sit there for about an hour while I listen to a long ramble that doesn't quite make sense. I then ask again: so, what's your vision and what's your strategy?
It quickly becomes clear that they don't really know, can't really articulate it, are lost in vision, or have a sense of strategy that doesn't move too deep because they're lacking vision.
For organizations (and individuals) to be successful there has to be clear vision and strategy, and everyone (I do mean everyone) at the organization should be able to articulate it, think on it, change on it, practice it in a dynamic and personal way.
Your vision and strategy needs to be precise, simple, and clear, as this is where all else will move forward.
What's your vision? What's your strategy?
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