Dr. Pero Mićić - BRIGHT FUTURE BUSINESS

Can it be real some time in the future that vehicles will generate their own energy? Wouldn't it be wonderful if you could drive a car that you would never have to refuel or charged? And even cause zero emissions? Unbelievable, but such a vehicle has been in use since 2018, in a Swiss quarry. Watch the video to learn how it works.

Inspire your customers, partners and team members with a keynote by Dr. Pero Mićić at your event: https://www.futuremanagementgroup.com/en/speeches/dr-pero-micic-speaker-en/

PROFILES AND WEBSITES

► Wikipedia Pero Mićić: https://en.wikipedia.org/wiki/Pero_Mi%C4%87i%C4%87 ► Website Pero Mićić and FutureManagementGroup AG: https://www.futuremanagementgroup.com/en/ ► Linkedin-Profile: https://www.linkedin.com/in/peromicic/ ► Facebook-Profile: https://www.facebook.com/pero.micic ► Linkedin FutureManagementGroup AG: https://www.linkedin.com/company/1185372 ► Facebook FutureManagementGroup AG: https://www.facebook.com/FutureManagementGroup/

MEDIA AND RESOURCES

► Podcast on iTunes: https://podcasts.apple.com/us/podcast/leaders-foresight-dr-pero-mi%C4%87i%C4%87/id1474339238 ► Podcast on Spotify: https://open.spotify.com/show/4Ix8nEl2Vd07NSlRF8gA6x ► Books: https://www.futuremanagementgroup.com/en/publications/books/

EVENTS AND SOLUTIONS

► Consulting and Coaching for your strategy: https://www.futuremanagementgroup.com/en/

When quantum computers arise, it will be an unprecedented leap in computer performance. And in effect a revolution of our world. Since 1980 people have been working on the concept and prototypes for a new kind of computer, the quantum computer. They calculate not only with bits with 0 and 1, but with so-called qubits, which assume infinitely more states in three dimensions and can perform many calculations at the same time. A quantum computer can complete a complex task for which today's most powerful computer needs 10,000 years - in just three minutes. And shortly after that just in seconds. 10,000 years means that the task simply cannot be solved today. But three seconds means that solvability becomes a matter of course. This is called quantum supremacy. So far, that was all science fiction. This leap could come sooner than we thought. It was supposed to remain a secret. But in October 2019 it became known unintentionally that a team at Google had reached quantum supremacy. ------------------------- Inspire your customers, partners and team members with a keynote by Dr. Pero Mićić at your event: https://www.futuremanagementgroup.com/en/speeches/dr-pero-micic-speaker-en/

PROFILES AND WEBSITES

► Wikipedia Pero Mićić: https://en.wikipedia.org/wiki/Pero_Mi%C4%87i%C4%87 ► Website Pero Mićić and FutureManagementGroup AG: https://www.futuremanagementgroup.com/en/ ► Linkedin-Profile: https://www.linkedin.com/in/peromicic/ ► Facebook-Profile: https://www.facebook.com/pero.micic ► Linkedin FutureManagementGroup AG: https://www.linkedin.com/company/1185372 ► Facebook FutureManagementGroup AG: https://www.facebook.com/FutureManagementGroup/

MEDIA AND RESOURCES

► Youtube: https://www.youtube.com/channel/UCDmPZSKhDDq_Jv0qHWGUSww ► Books: https://www.futuremanagementgroup.com/en/publications/books/

EVENTS AND SOLUTIONS

► Consulting and Coaching for your strategy: https://www.futuremanagementgroup.com/en/

Actually, it's quite simple. Mission and vision are clearly definable and defined terms. Actually.

And yet many companies have it wrong, even the big and supposedly very professional companies.

Audi makes the following statement as their mission on its website: Consistently Audi. Sorry, this is not a mission!

As a vision Audi states: "Unleash the beauty of sustainable mobility".

And again, that too contradicts the definition of Vision used by most experts. This is not a V.

Funnily enough, it's more of a mission, as the verb "unleash" indicates.

Anyone who wants a job with Ford and asks what Ford's mission and vision is like will get the following answer: One team, one plan, one goal. One Ford is FMC's mission and vision.This is beyond me. Basically this is one of the reasons why I don't see a good future for Ford and wouldn't buy shares. It is neither a mission nor a vision. It is extremely ignorant to try to cover two very different concepts with a single statement.

IKEA writes: Our Vision is to create a better everyday life for the many people.

I am sorry, but this is not a vision. It is a mission.

You could say it is completely irrelevant how you define mission and vision. Just make sure there are statements about strategy at all.However, I think it's dangerous and expensive. Then we could also say that it doesn't matter if we call something a task or a goal.No, if you call the task a goal and the goal a task, you confuse people. They then work less motivated, less goal-oriented, less consistent.A clear mission and vision should create orientation, give direction, offer meaning. And for this we need clear definitions and an undoubted common understanding within the company.

We have today, that is, the present, and we have the future ahead of us.A mission is the promised effect that a company fulfils for its customers permanently. It applies today and until we change it. It drives us and guides us.

Option 3: There will be a Conditional Basic Income

Not a UBI, but a CBI. It is a common misconception that we will run out of work. No, we will never lack problem, wishes and therefore tasks and work to do. Work is the exercise of a meaningful activity in which the meaning is determined by the worker and/or the beneficiary. At best, we will lack customers and workplaces, but not work. So many people work voluntarily in associations and organizations. So many people work in their household, in their garden. Society, all of us, has the right and actually the duty to protect their interests. Therefore, society should expect a return in exchange for an income, or at least the fulfillment of a condition. Provided, of course, that the recipient of the basic income can do anything at all. Those who are ill or disabled must not, of course, be forced to meet the same requirements as healthy people. Conditions to be met prevent people from wanting to immigrate in order to then profit from social benefits. Whether intentionally or unintentionally. Those who want and are able to work should have it easy to find paid work or to create it themselves. We have become far too accustomed to employers creating jobs and if they do not, we wait until they do it again. Often in vain. This is an attitude that has no future.

The excuse that there are no jobs is then gone.

In this way, the rapid loss of many tasks through AI and R could be partially compensated by establishing and supporting companies that organize work and tasks for which too little has been paid or for which there is too little money available.

These are above all charitable tasks in the support of people who need help and assistance, in emotional and psychological support, in environmental protection. The biggest challenge will be that this shall not harm existing companies or such a system should make it easier for them to offer paid work. Otherwise we would further state socialism again and this is something we absolutely should not do. The society, the state, should act as a client, as a customer. And it should thoroughly examine its suppliers.

Under no circumstances should we subsidize existing jobs. We must ensure payment for meaningful work.

Companies such as Patreon and Kickstarter show how good projects and work can be financed without the state. Work that would not have been possible in the conventional way. In order to ensure that clients and employers do not use the CBE to pay their employees less, an acceptable minimum wage per day or hour is then required. And if it really turns out that so many new tasks, jobs and professions are created anyway that we don't need all that, then we will only slowly be expanding the CBI. A UBI, in contrast, would never be abolishable again. Those who nevertheless do not work for money because they do not want to or cannot do so will then receive a basic income. That will be well over 1,000 euros, but also well below what you get when you work. There must be a supplement for people who can only work to a limited extent or not at all. That is then perhaps one or two percent of the people. Some will spend the whole day playing computer games and simulations.

Only these 2%, who cannot find work and have no other acceptable income, are paid an acceptable basic income by society, the state.

How do we determine and pay the BBE? Well, everyone has to file an income tax return. In principle. If you pay a lot of taxes, you won't get a CBI. Those who pay little or nothing in taxes get a CBI as negative income tax, i.e. they get more money from the tax authority than they pay.

A disadvantage, however, is that this will create competitive disadvantages compared to other countries and possibly even lower productivity, which will reduce prosperity or prevent it from growing. It is theoretically possible that all countries commit to such a tax, but the chances are rather slim.

The machine tax or robot tax is therefore unlikely to be the solution. Tax financing will probably be done through the tax system and without new taxes. But highly productive companies like Google would have to pay as much tax as small companies in percentage terms and in the countries in which they create value.

Many of the benefits of a UBI are also achieved with a CBI. From my point of view, however, with greater certainty and sustainability.

Because not everyone gets it, a conditional basic income costs significantly less, or those get more who really need it. Because it is essentially linked to performance, there is hardly any danger of a laziness. For the same reason, a CBI would not reduce productivity, but increase it. Productivity is underestimated in its importance. It is not about profit maximization. It is simply about prosperity and quality of life.

Counterarguments? Only one: Many tasks in public administration will no longer be necessary. These are not exactly the most beautiful tasks, to determine and monitor the exact amount of money people need to live. But this does not necessarily have to cost jobs. Who has not yet complained about the slow pace of public administration? There is still a lot to do and mostly better things to do. So that is not really a disadvantage.

What do you think of my assessment? What is yours? Write it in the comments below. I am curious to learn what you think.

The purple futures glasses are for the plan. Not the big long-term plan, that's rather the vision, but the concrete action to be taken from now on.

For me, the necessary changes are clear. We have to change something fundamentally. We have to rethink work and income.

Integrate the principles of a CBI into your corporate mission and vision.

In the future, companies will be particularly well rewarded by society with sales and good employees if they are useful to society.

Is that the case in your company?

Is it part of your mission and vision?

Is it really practiced?

Come to our Leader's Vision Days. Then we can work on it together. You can find the link below in the video description.

Push for such a solution in your social circles. In your associations. If you want to get politically involved, do it and help to develop the solutions.

Have a bright future!

Is your job compromised by artificial intelligence and robotics? No? Go google it ...

Everywhere we hear and read about the idea that it would be great if everyone would get an unconditional basic income, completely without any work or other condition or prerequisite.

But will it come to that? Will there be an unconditional basic income? In the next 20-30 years?

What is actually a basic income?

The concept of an Unconditionnal BI is that every inhabitant of a country receives an income without any preconditions or prerequisits. Usually you hear an amount of 1,000 euros, dollars or similar amounts in other currencies. Supporters of a UBI say that this would have a number of advantages. People woud feel safer. The incredibly complicated and expensive system of social benefits will be drastically simplified.

The often degrading and humiliating application procedures would get completely unnecessary. Very few would do nothing, nothing useful to society at least, and spend their days in the social hammock. The opponents say

• That millions will then lean back and let the hard-working people finance their livelihoods.
• That this is completely unaffordable, because, for example in Germany, it would cost three times the federal budget.
• And that it is therefore only utopian social romanticism.

The idea is old

Thomas Morus wrote in 1516 about a kind of basic income. His book is called Utopia. Thomas Jefferson and Abraham Lincoln and also Martin Luther King spoke for it and even Richard Nixon wanted to introduce it, but failed in the Senate. Even the great liberal economic thinkers Friedrich von Hayek and Milton Friedman saw advantages in the idea.

Perception: Today a basic income is "nice to have" for the most part. Despite presumable advantages, after decades of discussion, nations and states have so far either done nothing at all or have only done experiments that have not been continued. So the need is not so great apparently. Or the resistance is very great. Obviously, there has been no need to do so up to now. There has not been sufficient necessity. Therefore a UBI seems to be only nice to have from the current point of view.

But let's have a look at what the future holds for us.Let's put on the blue glasses of the future. These are the glasses for our assessment of the probable future. It's not about forecasts, but about assumptions about the future, which is a big difference. Below is a link to a video about the five glasses for the future.

Assumption: AI and robotics will take over more and more functions and tasks that previously only humans could do.

Green: Opportunities and options

The possible answers are: Yes, there will be a UBI. There will be no basic income at all. There will be a conditional Basic Income

• People with low incomes or who live on social benefits will feel more secure. They will feel less fear of existence. They will feel calmer.
• People will seek salvation less in dangerously simple right-wing or left-wing radical solutions.
• People will feel freer. They will not be so dependent on employers.
• Low earners will choose a job more freely, somewhat more independently and will then do this job more self-determined and motivated.
• The complicated and complex system of social benefits will be drastically simplified.
• The often degrading application procedures will disappear.

Only very few will do nothing at all. The experiments from Canada in the 70s and Finland recently have shown that only 1-2% stopped working. People will take on more meaningful tasks, such as caring for children in daycare centres and schools and caring for the elderly, for example as mobility companions, or providing security services in residential areas or creating works of art. People will dare more to take risks in order to develop themselves. For example, to become self-employed. In Kenya, around 90% founded a company in a basic income test. People are becoming more creative and can sometimes get deeper into a project that doesn't have to earn money straight away. This creates a lot of innovation.

What are the counterarguments?

Over four or five decades it has simply not been possible to introduce a UBI anywhere in a serious and permanent way. Some argue that employers could lower normal salaries because the state pays the difference to regular salaries. This may happen, but it can be prevented by a legal minimum wage per day or hour. No, it is unlikely to cost any jobs in total. It should be an ethical principle that we have an economy in which one can live relatively well from full-time work. No matter what.

Another argument against a UBI is that no one will then be doing the difficult, dirty, unattractive work. For example, in nursing care for the elderly or the police work on the street.

That is too short-sighted. Rather would and will such work have to be paid significantly better than today. Otherwise - in fact - there will really be no one else to do this work. Or it will be done by intelligent robots.

Crucial argument 1: It is nonsensical and unnecessary to pay the UBI really to everyone.

It is usually demanded that the UBI be paid to everyone. Independent of income. Also to the millionaire. Just for the sake of simplicity. That is absurd in several ways.

1000 euros for each would, for example in Germany, make about a trillion Euros: That is three times the federal budget.

A lot of money would be paid to people who neither need a UBI, nor would they really experience it as a significant difference in their lives.

It is very easy to find out who would really need and benefit from a UBI and who would not. And all that without the huge bureaucracies that exist today.

Since everyone then knows that there is a basic income, the feeling of security is created in many people, even if no UBI is paid yet.

Crucial argument 2: I do not see the need to make it unconditional.

Freedom and responsibility should always coincide. Hence also rights and duties for society. There is not really a convincing reason for unconditionality that is convincing in the historical, philosophical and ethical context. Why should we make people pure recipients, now that we are even disparagingly calling them consumers? A terrible word.

Of course, it would be ideal if nobody had to worry about anything anymore. But I that is unrealistic.

Because then others would have to take care of you.

It is no good to impose responsibility for one's own well-being on others.

And: We must develop our solutions with a global perspective. The focus of the world, both economically and culturally, is gradually shifting to Asia. In the next 20-30 years, people there are unlikely to switch to a leisure society. They will continue to develop and compete with us with vision, strategy and implementation power.

The UBI requires several major reorganizations at the same time, some of which have a revolutionary character. It is better to take big, but feasible steps because they are more realistic and wiser from a systemic point of view. Otherwise, a basic income will remain a utopian idea.

Option 2: There will be no basic income at all.

Minus: Here I have only one Argument and that is a negative one. If our assumptions about the future are reasonably correct, then if we do not introduce a basic income, in whatever form, so that virtually nobody has to live in real poverty, the danger of social distortions is very great. There will perhaps even be a bang, as some people say. Whatever that means in concrete terms.

The probability cannot be neglected that the intelligentization and robotizatoin of the economy will lead to 10, 20, 30 or more percent unemployment. This is too dangerous.

Every time you make and implement decision, you are shaping your future. You got only this one life. The future is the space for your desires, ambitions and dreams. Your future begins in your head and continues in your conversations, decisions, and actions. Unfortunately, we are oftentimes overwhelmed by the the complexity of the future.

Wouldn't it be great if it was easier to imagine and literally manage your future? What happens when people think about and discuss their future? Soon there is sheer chaos. Not only because the perceptions and the opinions differ so much. Another reason is even more important: We don't have a clear language for the future. There is a Babylonian confusion in the thinking and in the language for the future. When the language is not clear, so are the thoughts. When the thoughts are unclear, so are the discussions. When the discussions are chaotic, assessments and decisions are bad and risky.

How can we do better? It wouldn't make much sense to develop a complicated set of definitions that people need to learn the hard way. No one feels like that, it would not work. There is an easier way. Over more than twenty years we have been listening when people talk about the future. We have done that with hundreds of teams and thousands of individuals and we discovered exactly five categories of futures. Those are the five basic motives and desires about the future. People want to be oriented, safe and secure, inspired, have a vision and a purpose and be focused on what is to be done. This is why people are so curious about and fascinated by the future. We call those five categories the five futures glasses. The good news is that you don't need to learn the futures glasses. They are already in your head. You are using them on a daily basis, only you are not aware.

By using the five futures glasses ....

• you can realistically and productively manage your thoughts about the future and your future in your head and in the heads of your team members.
• This means you are able to think and talk about the future much more precisely
• you can apply methods and tools for foresight and strategy way more meaningfully
• and in the end, you can better anticipate, shape and create your future

How to turn your mission and vision into your most profitable investment Read here in 18 points why and how your mission and vision can become your most profitable investment: https://www.futuremanagementgroup.com/en/where-are-you-leading-to/

Fewer threats – more future opportunities PROBLEM Why aren't you looking forward to your future successes anymore? You are not sure whether or not your current business will still exist in five or ten years? Are you watching as digitalization and new competitors threaten to disrupt your industry? Some team members have their ideas about future markets, however, there is no solid decision as to which opportunities you want to seize and which you don't? Your intuitive vision has motivated and carried you for years, but lately it has lost its power? SOLUTION What will you live on tomorrow? Use Wargaming to expose your current business to simulated attacks from real, potential and imaginary competitors, including massively disruptive start-ups. This provides a picture of how your business could radically change. Use this knowledge to develop as many alternative business models as possible for your business areas. The constants in it are the effects that your customers really buy. Every other element of the business model is flexible: products, distribution channels, pricing models, production, procurement, everything. Take into account the expected techno-logical advances over the next ten years. Less short sight – more farsightedness and future intelligence PROBLEM Why do your employees keep falling for the short-term trap? To your employees, their wellbeing in the here and how is more important than the future of your company? Everyone knows the goals, but in case of doubt the short-term advantage is decisive? What is right in the long run, but demanding now, is simply not done? However, what is pleasant now is being done, even if it is harmful in the long run? SOLUTION Base your mission and vision on strong emotional needs and motives. This is the only way to make the "Future-We" emotionally important enough to overcome short-term motives of desire and the lack thereof. Less blind flight – more foresight PROBLEM Why do you still keep being surprised by customers, competitors and technologies? You observe moves of your competitors, whose sense and purpose you only recognize when it is almost too late? You sometimes get frustrated that you don't realize the impact of new technologies on your industry until others have seized the greatest opportunities? You quickly notice changes in customer behavior, but what it means for your business model often only becomes clear when it costs a lot of money? SOLUTION Create a future picture of your company consisting of mission, positioning and vision, which acts like a mental probe sent into the future. Juxtapose your vision of the future against current news about changes in technologies, customer behavior and the competitive situation. Less risk –more future robustness PROBLEM Why do you take unnecessarily big risks, known and unknown? Are you aware that a large part of your strategy is based on hope? You and your employees feel stressed by the uncertainty in your environment. You know that with a more sober and systematic look onto risks, threats and surprises, you would feel more secure? You can't provide your colleagues, employees and investors with convincing contingency strategies that would protect you from strategic surprises SOLUTION Develop an expectation scenario, several alternative scenarios and some surprise scenarios. Develop your robust future-strategy on the basis of solid assumptions about the future. Your picture of your future can be your most profitable investment

Read here in 18 points why and how your mission and vision can become your most profitable investment:

LESS COMPARABILITY – MORE UNIQUE POSITIONING AND MARGIN PROBLEM Why are you satisfied with less than what is possible in your business? You have always wanted to create something big and special with your heart in mind, but with your current company you have not yet been able to achieve this goal? Do you hate to be put in the same category by customers and non-customers as some of your competitors? You could achieve higher prices and a higher margin if your company positioned itself clearly and credibly as a unique supplier? SOLUTION Everyone knows about the enormous value of positive differentiation from the customer's point of view, that is also difficult to copy. There is no better opportunity to develop the unique positioning of your company than at the time when you define your mission and vision for the future. You will find arguments for the unique-ness of your company in many places, starting with your founding history. Take advantage of the disruption strategies used by startups today. Select and design a set of differentiating elements that support each other and are very useful in their combination for customers, as well as unique and hard to copy in the market.. NO STAGNATION – MORE USE OF POTENTIAL AND REVENUE PROBLEM Are you dissatisfied with how your company is seizing the sales potential available on the market? You are upset that your team is not more ambitious? You feel or know that there is an enormous sales potential in your markets, but you don't see exactly what ambition you should set for your future market position? SOLUTION There is no reason to give a team and company a vision that is clearly below the potential and possibilities. With your vision, set a standard for your future that is within sight but still out of reach. Your vision should not be achievable with today's capabilities, but starting from them. Set your vision so challenging that it hits the exact point with which you activate your team as strongly as possible, neither demanding too little nor too much from them. LOWER COSTS –HIGHER EARNINGS PROBLEM Why don't you make more profit? Lack of clarity, conflicts and disputes about the strategic direction cause enormous hidden costs? Several projects run in different directions, so that a large part of them are futile and far too expensive? You know that the diversity and complexity of your business results in enormous complexity costs, but you're not sure what exactly to eliminate and what to keep?? SOLUTION Put your mission, positioning and vision like a stencil over your current business. You recognize what is superfluous and what is missing. Clarify with your focused mission, positioning and vision which skills, systems and resources you really need for your future. Use your strategic focus to determine what is important and what is not. This gives you confidence in your decision to stop, eliminate and scrap the unimportant and unnecessary. FEWER FINANCIAL WORRIES –MAXIMIZED COMPANY VALUE PROBLEM You know companies in a similar business as yours that are valued at a multiple of the value of your company? Potential investors don't recognize the value in your company that you have in mind? You are occasionally disappointed about how little your years of hard work are reflected in the value of your company? SOLUTION Companies like TESLA have always been valued many times higher on the stock exchange than the hard facts and figures would justify. The main reason for this is that customers, employees and investors see a bright future for the company and consider it credible. Even the ice-cold financial investors achieve an immense increase in value for a company by developing a convincing picture of the company's future and by communicating it credibly. Answer the question: What could I or what could anyone, in the best case scenario, make of our company?

Read here in 18 points why and how your mission and vision can become your most profitable investment.

LESS INERTIA –MORE MOTIVATION AND PERFORMANCE PROBLEM Why do your employees resist the necessary change? You yourself are fascinated by your vision for your company, but your employees are less so? The power of countless habits is directed against your vision? Obligation prevails over an intrinsic motivation? Almost every change in your business model and processes requires enormous power? The deeper meaning and societal contribution of your business are hardly seen, understood and felt by anyone?? SOLUTION What is fascinating for you and your team about your company? Without an attractive vision of your future, people always withdraw to the familiar when faced with challenges, even if it is no longer sustainable. Employees then do not deal with the future, but with the many small annoyances of everyday life. In your mission, determine the driving force and the meaningful purpose of your company. What contribution do you make for improving the lives of people? Develop a positioning that makes your company unique and significant in the market. In your vision, set an ambitious and challenging aspiration for your future significance in the market and in the world.. LESS ANXIETY AND DOUBT –MORE CONFIDENCE PROBLEM Why do you and your employees worry so much about your future? You know that fear is a bad guide and yet you feel a lot of it in your organization? Are your employees worried about many phenomena in your environment, such as disruptive competitors, artificial intelligence and robotics, or political conflicts? You hear and sense doubts about the sustainability of your business due to a lack of differentiation, missing contingent strategies, a too traditional business model and unconvincing future-opportunities?? SOLUTION What fears and doubts about the future have you systematically discussed and credibly dispelled? While it is clear that most events you fear will not come true, it is dangerous to ignore threats. From a psychological point of view too, it is absolutely necessary that you and your employees express your worries and face whatever threat: What exactly is the threat? Where and how would we be affected? What can we do today as a preventive measure and in an acute case to protect ourselves or even gain advantages? Integrate threats and respective contingency strategies into your future strategy.. LESS SHORTAGE OF PERSONNEL – GREATER ATTRACTIVENESS TO EMPLOYEES PROBLEM Why don't more talented and young employees want to work for you? Google, Adidas, Tesla and many start-ups are popular employers, but you don't get enough applications? Many of the applicants that do come to you, you would rather see working for your competitors? Your current employees give you less than ideal employer ratings on platforms such as Glassdoor, despite all the advantages and discounts you provide? Your obviously low employer attractiveness is or will become a limiting factor for growth?? SOLUTION What greater purpose does your business offer to your employees? How is your company good for people and the world? Nowadays, young applicants ask questions that previously nobody would dare to pose. A professionally well-developed mission, positioning and vision answers these critical questions of self-confident young talents. Generations Y and Z pay particular attention to the corporate culture. The more forward-looking it is, the higher both freedom and responsibility are, the more flexibly they are allowed to work, the more attractive you will be as an employer.. Your mission and vision are your most profitable investment, if you do them well. This fourth category of benefit was about energy and performance: Less inertia - more motivation and performance Less anxiety and doubt - more confidence Less shortage of personnel - greater attractiveness for employees

Read here in 18 points why and how your mission and vision can become your most profitable investment.

FEWER TRIVIALITIES – MORE OF THE BIG PICTURE PROBLEM Why do you decide so frequently and so much? You are constantly being consulted for trivial decisions that anyone could easily make for themselves? Are you surprised and annoyed again and again about decisions and activities of your employees which are not comprehensible for you? You should actually manage the future, but because of the multitude of individual decisions you don't find the time and energy in the evenings for doing so? SOLUTION Where is your template for the daily puzzle of your employees? Use mission, positioning and vision to create an orienting template for the thousands of individual decisions that are made on a day-to-day basis. Make the few basic decisions in one big picture step. Otherwise you would have to constantly make a multitude of individual decisions. That way, build a template for the puzzle in day-to-day business. Without a template, everything takes longer and is more prone to errors. Letting someone puzzle without a template is mean. Having employees do a puzzle without a template is also mean and for you it is exhausting and expensive.. LESS COMPLICATEDNESS – MORE SIMPLICITY PROBLEM Again and again, though well-intentioned, employees keep implementing their own systems, processes, projects, methods and tools? This makes your business model more complicated? Are you barely able to understand and assess the purpose and benefits of some ongoing activities? Do you have the feeling that your company could be simpler and more powerful?? SOLUTION What is indisputably important to you and what is not? Clearly determine the essentials and sort out the unimportant. Otherwise, each employee will develop his or her own priorities and goals. And consequently - with the best of intentions - their own means. Determine with the elements of a mission, the building blocks of your positioning and the components of your vision what you are not willing to discuss until further notice. Specify which effects even the smallest component of your business model serves. Justify your priorities with rational but also emotional arguments. LESS CHAOS – MORE PRODUCTIVE AGILITY PROBLEM Why does your agile work not work well? The promising concept of agile work too often leads to chaos instead of efficiency? Agility sometimes seems like an excuse for unwillingness or inability to act systematically and purposefully? You have an inner conflict because you would like to give your employees more freedom, however, you keep having a justified need to create order? SOLUTION An agile team needs a vision of desired result, a clear mission that bundles attention and the aligns the actions. Otherwise agile work will not work. What is the supposed effect of the project ? Why is it being done? To whom shall it deliver what benefits? What exactly does the desired result and product of the project look like? What is true for a single project is even more valid for your entire company. If the strategic orientation is described and visualized with your picture of your future consisting of mission, positioning and vision, you can confidently grant the freedom which is the second most important prerequisite for agile work.. You can turn your mission, positioning and vision, your future-strategy into the most profitable investment ever. SIMPLICITY & EFFICIENCY Fewer trivialities - more of the big picture Less complicatedness – more simplicity Less chaos - more productive agility