From being just Visible to Visionary

Organisations have goals or desired ends they want to achieve. Similarly, organisations have strategies or preferred means for achieving those goals. In addition, organisations utilise implementing structures or special organisational processes aimed at guaranteeing that their preferred strategies are in fact undertaken in the appropriate ways in order to achieve their desired ends.

A shift in strategy implies a change in dynamics.

it might involve different customers or markets, new technologies or business processes, and management techniques.

This implies that leaders need to explore and learn new skills and master new approaches.

It is our view that a ‘from Visible to Visionary’ Leadership Culture is required to deal with rapid change in unpredictable directions if a firm is to be successful in its rapidly changing environment.

This paper explores the need for a transformation from a current needs deficiency leadership, which is hard to make it work, to a future-oriented fast response ‘from Visible to Visionary’ Leadership Culture.



3 Key Moves

  • The Fast Response Management culture
  • The Excel MindSet Management Training & Development
  • The High-Performance Monitoring and Reward System


The aim is to put in place a continuous improvement programme called ‘from Visible to Visionary’  Workout which could improve our performance by reducing costs and increasing margins, quality, and speed to market.

Organisations that function in this visionary manner rely heavily on a strategy of employing effective communication in the wider context of collaborative engagement, in order to integrate, coordinate, and control the information flow to all of an organisation’s stakeholders, employees, suppliers, investors, and customers.

Also they make great effort in eliminating the harmful effects of deficiency leadership that include lack of foresight or vision, aggressive, fearful, or defensive behaviour; an inability to delegate; a lack of bonding damaging motivation.

One first move would be the Fast Response Management Culture in order to make employees more self-reliant, rapid in response, and change-oriented.

Decreasing organisational cycle time yields increases in productivity, quality, profits, market shares, management and worker commitment, and customer satisfaction.

Emotion is viewed as a type of intelligence when appraised and expressed properly under controlled perimeters which focus on flexible planning, creative thinking, motivation, and redirecting attention to key problem areas.

A Fast Response Management culture is essential to put us ahead of trends

The emergence of new trends is the norm. But many strategies place too much weight on the continuation of the status quo because they extrapolate from the past three to five years, a time frame too brief to capture the true dynamics of market forces.

A disruptive innovation or new regulatory demands, for example, can drive a rapid, full-scale industry transition. This calls for fast response reflexes to take a ‘first mover’ advantage of the change. Delaying response  can be detrimental to business sustainability: consider the impact on travel agencies slow to respond to the upsurge of online booking intermediaries


A Fast Response Management culture welcomes the unknown

A challenge of strategy is that we have to make choices now, but the returns  occur in a future environment we cannot fully know or control.

The solution lies in embracing uncertainty.

2 levels of dealing with uncertainty

  • Level one offers a reasonably fair view of the future to guide decisions.
  • At level two, scenario planning and anticipation come into play examining a number of possible outcomes for which a company should prepare and quantify.

Quantifying uncertainty starts with listing the variables that would influence a decision and prioritising them according to their impact and interdependencies. .

Then apply tools such as scenario analysis to envision the possibilities.

A Fast Response Management culture balances commitment and flexibility

The Paradox: the greater the commitment you make, the less flexibility remains.

Commitment is the only path to sustainable competitive advantage and balancing it with flexibility is an essential balancing act, since flexibility allows companies to make commitments when the risk/return ratio is at most advantageous.

The balancing act takes place within a “distinctive competencies,” framework of things the company does particularly well.

In addition, balancing commitment and flexibility is an inclusive act in the sense that allows for high-commitment choices to be made now, while leaving flexibility space for other such choices to be made over time.

The outcome of this approach is a portfolio comprising of 2 things:

  • high-commitment positions aimed at gaining significant competitive advantage;
  • open options that involve relatively low costs now but can be leveraged to a higher level of commitment as changing conditions allow.

A Fast Response Management opens the gateway for sustainable competitive advantage

In this context, 3 gateways for sustainable competitive advantage are identified:

  • developing new products / services / solutions through development, acquisitions, and alliances and continuously improving by integrating and simplifying products / services / solutions.
  • leveraging industrial standards, competitive pricing, exclusive contracting, and bundling;
  • improving communication on goals and strategies, standardising information transfer, and enhancing speed of communication response  – all lead to decreasing an organisation’s cycle time.


Second, develop a training and development system – The Excel MindSet Management Training  & Development.

In this context, the company has to assess the needs (known and unknown) and the time requirement to learn and implement the training to support those needs.

Accommodating the needs and time frame:

  • a general competency model is developed; Skills development for managers
  • a strategy handbook is compiled;
  • a specialist capabilities model is developed; skills in visioning, strategising, and in driving continuous improvement.


Third, the High-Performance Monitoring and Reward System to make it more performance, team, and change-oriented.

The quest is sustainable competitive advantage.

The solution: A roadmap for a high-performance organisation

This calls for improved leadership and skills in areas such as coaching and the use of technology tools to collaborate effectively.
The focus is on the processes and initiatives to transfer and retain key knowledge, and the capacity to identify, attract, develop, and keep engaged those who can deliver results and drive the organisation forward.

Behaviours must align with our business goals, values, and an Excel Mindset culture.

We identify 2 key actions:

  • High performance leadership skills with a focus on better interactions and
  • Support the organisation’s strategy and culture and reward it.

Contrast this to the deficit among lower-performing organisations, which face 2 main inhibitors:
•The lack of alignment (among strategy, goals, attracting and retaining talent)

  • Leaders who lack the speed to adapt to the changing needs of the workforce and markets they serve.

High performance organisations, pursue 3 key initiatives:

  • develop strong talent and leadership pools and cater for succession planning
  • empower people for more purposeful and productive
  • establish better ways to measure and reward the behaviours and results


The collective understanding of how things work together

Managing the collective understanding of how things work together is essential.

So too is identifying, capturing, storing and sharing knowledge and information about how and why decisions are made, and about the relationships (between employees, customers suppliers and partners) that drive productivity and performance.


There are 4 key ways for capturing and sharing this essential knowledge, all of which help enhance the Building blocks for Excel MindSet Collaborative Engagement:

  • Coaching for knowledge retention helps introduce people to a new way of thinking, to boost the productivity and performance at a personal level and for the in the organisation as a whole;
  • Provide employees with access to Subject Matter Experts and actionable insights at time of need;
  • Collaborative Work & Evolutionary Support to deliver outstanding results;
  • Collaborative Incentives tied to how well a person purposefully shares knowledge that helps drive innovation.