Kristin: At the end of June I facilitated a strategic thinking session for Forensic Science SA. Their vision is “Science Safeguarding Society” and it was a real privilege to get an insight into the scientific services they offer, and how that is supported by ongoing research and development.
One of the ways in which we explored longer-term vision was by using the 10 Building Blocks from South Australia’s High Performance Framework. These building blocks cover qualities including leadership, values, stakeholder engagement, effective use of knowledge, strategic mindset and triple bottom line results. I asked the team where they thought Forensic Science SA sat with respect to these building blocks now, what a high performing organisation might look like, and how they would bridge the gaps. There answers helped to translate the strategic direction of Forensic Science SA into tangible examples.
We’ve facilitated strategy sessions with several organisations and I’ve noticed it can be easy for the executive team to share a common language and understanding of the strategic vision, but that this can get lost or become fuzzy in the jargon of ‘strategic objectives’, ‘tactical objectives’, ‘mission’ and ‘values’ when sharing it with others. There are two ways in which we can do this better. One is to be very specific about strategic language: Zuckerberg’s famous Facebook hoodie does this in an image that clearly reinforces their objectives. The other is to describe examples or use stories to help articulate and share what achieving those strategic goals looks like. (Consulting firm Anecdote helps organisations do this beautifully).
For Forensic Science SA, using the High Performance framework allowed the team to describe specifically what the organisation should look like in the future. And isn’t that why it’s called ‘vision’?