Vision, Mission and Values | Teik Oh

5 Steps to make your company Vision tangible

Aug 12 2014

How many of us have word-smithed a company Vision Statement, perhaps even after a weekend workshop locked up with our senior managers, or we may even have paid big money to have a consultant workshop it with us and create that perfect Vision Statement?

Great, I can see all those hands held up. Now, how many of us use that Vision Statement day by day to assist our companies move in the direction the Vision Statement envisions? Not too many hands up now!

How many of us can honestly say our teams understand the tangible behavioral aspects of our Vision Statements to the extent they use it on a day by day basis to assess their own performance in team-working, customer relationships, objective-achievement, procedural efficiency? Read More

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A Branding Opportunity – Hit or Miss?

Jul 30 2014

Here’s something that just happened to me, which I think is a branding opportunity gone amiss, and only somewhat recovered. I am doing home renovations and have to have 2 sensors of the home alarm disconnected, and booked a technician for today (the last day before work starts). I’m waiting and no technician arrives, so I phone the alarm company. I explain the situation.

Alarm: I rang and left a message saying the tech couldn’t come today….

Me: Where did you call?

Alarm: Your home phone.

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Leadership Vs Management

Jul 24 2014

harvard pic Harvard Business School change management guru John Kotter outlines the fundamental differences between Leadership and Management as follows:-

– Establishing direction vs Planning & Budgeting
– Aligning people vs Organising and staffing…
– Motivating & inspiring vs Controlling & Problem-solving.

In Kotter’s view, while management produces an order of predictability, order, and the capacity to attain desired short term targets, the qualities of Leadership prodeuces change, often to a dramatic degree and often potentially useful change to create a future vision.

In my consulting, I use my own process called vision-driven planning, first creating a vision for the group (in great detail, to the degree that it is internally viable and credible) which is then quantified through a Balanced Scorecard approach (“If we were to achieve our vision, how must we look and behave in the area of…”). The quantification of the vision is converted into Performance Measures, and then these are redirected as Strategies. Read More

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The challenge of merging two corporate cultures

Jun 05 2010

teik oh old Teik Oh

The most challenging change management initiative is the proper management of a successful merger between two organisations. While the actual steps and processes in themselves are not uniquely different or any more complex than any other business reorganisation, the cultural environment in which a merger takes place creates a very different situation.

Unlike any other change management engagement where disparate groups at least work under one singularly identifiable organisation, a merger brings together two totally unique groups with different core values and working environments that need to go through the same change and emerge united. In a merger, while there are usually areas of “fit”, it is unlikely that the deeper indicators of corporate culture such as corporate history and corporate experience will have any but the most remote of matches. Read More

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The Vision Driven Plan

May 25 2008

Stephen Covey, author, personal and leadership development guru is coming to Perth for a seminar at Burswood on the 29th of May next week. For those of you who cannot attend and who have not read his books The 7 Habits of Highly Effective People, and Principle-Centred Leadership, I suggest you get those books and see how a business can be run effectively on core-principles.

At Teik Oh Dot Com we believe in placing our core-values squarely in the centre of our planning and business decisions. Our Vision Statement drives our everyday behaviours, moulds our culture and provides the parameters for our long-term strategic planning as well as our annual business plans.

Vision_mission_goals_core_values When we facilitate planning projects for our clients we start with the end in mind and ensure that the client has an enunciated vision for the business and that it is quantifiable so that each goal and objective can be squarely measured as well as relate in a straight line from the vision those goals and objectives are designed to achieve.

Our model is that, from the Vision comes clarity of action. Your planning project should:-

Clarify and Quantify your organisation’s Vision;
Identify the key performance indicators (KPI’s) required to reach your Vision from the perspectives of the Customer, Key Business Processes, Financial and Owners’ or Stakeholders’ requirements, Innovation and Growth, and your People;
From your KPI’s, derive appropriate targets for achievement over time, or goals;
For each goal generate specific, measurable, achievable, results-based and timed action plans.

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Increase your sales through a highly focused marketing plan!

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Category - Vision, Mission and Values

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5 Steps to make your company Vision tangible

A Branding Opportunity – Hit or Miss?

Leadership Vs Management

The challenge of merging two corporate cultures

The Vision Driven Plan