Developing vision

"Anybody who has visions needs medical treatment."

We don't agree with this often-cited quote from a well-respected former German Chancellor. Take the Japanese for instance. As early as the mid-1980's, they had the vision of TV as simply moving pictures on a wall. They set to work achieving the target of "moving pictures on a wall". Today, flat screens on walls are everywhere. So, are visions really always delusions?

Long-term and sustained changes to achieve a lean transformation also require the development of visions and targets. This is where a road map is a useful tool. It involves defining important, characteristic parameters for an individual organization and allocating measurable key indicators to them. First, we determine the status quo, then we define a target status for the distant future (e.g. three – five years' time). Next, we draw up the interim targets leading up to that result (e.g. for individual business years). Benchmarks can be included here. However, it's always more useful to measure itself against its own performance and to aim for improvements. What's the point of comparing yourself with a competitor who may be weaker than you? That will give you a false sense of security.

Vision development consultation