How do you create a shared vision for change and innovation?

Understanding where you are holistically can inform your decision making on the pathway to change, allowing you more insight on the necessary steps towards achieving the organizational goal. Try to see the organization from internal and external points of view. Is the changed needed because of one or both?

In the journey of innovation, merely acknowledging stakeholders isn't enough; it's about diving deep into their perspectives. Think of it as an intricate dance – every step, every move counts. Every individual, from team members to investors, holds a piece of the puzzle. Their insights, when channeled correctly, can shape and sharpen the vision. Remember, true innovation isn't a product of isolation. It thrives in collaboration, in diverse viewpoints coming together. So, ask yourself: are you merely engaging or genuinely connecting? Is your approach transactional or transformational? The answer can be the game-changer in realizing that shared vision.

Most organizations are large ships to steer, and think of your will as input on the steering wheel. Without all of the levers and pullies attached, the ship will not change direction. Even as a leader of an organization, you are still a cog in the machine. However, once aware of change in an organization it will create turmoil among the rank and file. You must communicate clearly how this change will benefit everyone in the organization, and not just the bottom line, otherwise people will fight the change and could derail the processes.

Choosing the right storytelling matters for bringing your vision and values to life. More than any other element in the process of driving change, the vision needs to evoke emotion to inspire action. You want one of those stories that slowly turn into legends: a perfect mix of the logical, the emotional, and the barely believable. This story needs to build the motivation and drive the energy in others that will make them commit to the change you are looking for. Examples of such stories are the origin of the first Nike waffle running shoe from Bill Bowerman or the introduction of the iPhone by Steve Jobs.

The organizational vision should be only specific enough to create shared purpose and understanding in the organization. It should be broad enough that you should not have to change it often. If you do have to change it, you should change it in the minimal amount to communicate the needed change.

Foster an environment where change is seen as an opportunity. When we read a book, we need to finish one chapter to start a new one. By taking the same approach with change - that it is a natural part of moving forward - we create a safe space for people to experiment, start new chapters and develop.