Let’s make another move.
The second move is to group your MMIs into two categories, mission critical initiatives and nice to have initiatives. Since you don't have a vision statement or you are reworking the current one, have your staff work with you to get to the critical initiatives first, keeping in mind where these initiatives will take your organization five and ten years into the future. Don't forget to tell the employees what's happening. A quick memo or email might be in order to help them understand what you are faced with.
The third move is working with your staff to see what needs to be done to get your company to the desired future state. While using the critical initiatives, focus on the key components of each initiative and try to glean the key movers or enablers of direction. I have seen this done many different ways, but it was always done in such a way that everyone in the organization could live with the decisions made. Again, tell your employees what you will attempt to do; and when you're done, tell them how it came out.
In large organizations, you might be dealing with hundreds of MMIs on a grand dollar scale. It sometimes can be hard to tell where you organization is going if all of your initiatives are to upgrade your equipment or buy more services. The ones you are looking for are initiatives that expand markets, audience, and reach for your organization's operations, the movers or enablers. These are the nuggets that will ultimately take you where you want to be. Sometimes employees have great revelations about aspects of your business you haven't thought of. Check in with them see what you can find out; and most of all, let them know what you are up to.
The fourth and most important move for you and your staff is to take a vision quest. Now that you and your staff are creating a future direction for your organization, take a business trip somewhere with the key players and all of the information collected. I call this a Vision Quest.
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