The Dynamics of Vision
My very-first-ever blogpost was titled “The Treasury Vision” ( http://treasurycafe.blogspot.com/2011/07/treasury-vision.html ).This was written based on my experience as a financial officer in both corporate and commercial lending capacities. Boiled down to the essence, it involved two basic pillars: a) inspiring confidence in our abilities and b) serving as an approachable and dependable partner.
Reflecting on this now, I was remiss in thinking this was only applicable to my past and current roles in finance. Aren’t these objectives just as applicable in an HR setting? Accounting? Information Technology?
D’Allesandro, in his book “Executive Warfare”, discussed three types of groups within a company: hunters, skinners, and diners. We need to be clear, no matter how valuable and special we think our area is, that if we are not generating the revenues, closing the sales, and adding to the top line, we are not the hunters of the organization. We are either skinners or hangers on.
What this means is that we need to consider as our customer the organization to which we belong.
I ran across the 2x2 matrix of Kano analysis, which is used to assist in developing the Voice of the Customer for Lean and Six Sigma activities. Here is the diagram:
What struck me here was its applicability to the vision. Inspiring confidence involves getting the basic “blocking and tackling” done within the organization.
For Treasury, this involves issues such as concentrating cash, managing balances, ensuring cash is available for upcoming activities, is appropriately invested when not immediately needed, etc. For HR, this involves employee selection, talent development, succession planning, on-boarding, etc. For IT, system availability might be one such activity.
This is the “Basic” line in the Kano diagram. However, notice how that line gets more horizontal the further left we go. What this means is that just covering the basics does not get to that “wow” factor.
This is where the second component of the vision comes in. By being a trusted and dependable partner (a Trusted Advisor to use the term by Maister, Green and Galford), we will develop the opportunities to add value and significantly impact our organization.
For support units in the organization, the bottom line is simple - covering the basics is the ante, it’s what we do above and beyond that drives the value. And that field is wide open - let's go!