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Imagimap Preparing visions for implementation

Imagimap Preparing visions for implementation. 13th Annual Conference on Training and Learning May 2006. Definition. A training tool A means of making an abstract vision concrete A way to gain involvement of employees in vision implementation

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Imagimap Preparing visions for implementation

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  1. ImagimapPreparing visions for implementation 13th Annual Conference on Training and Learning May 2006

  2. Definition • A training tool • A means of making an abstract vision concrete • A way to gain involvement of employees in vision implementation • An opportunity to collect feedback on the vision & improve it

  3. Basic assumptions • Companies function best when they work from clear visions • Vision allows the company to align resources and increase impact • The most difficult step in the process is translating the vision to clear action • Lack of implementation is what causes most visions to fail

  4. How Imagimap works • Groups of employees are given an explanation of the company vision • Each group is given the Imagimap “kit”@ • The group is instructed to build a model that demonstrates what the company must do to achieve the vision • The group explains its model

  5. How does it affect employees? • Use of rich stimuli increases creativity • Play atmosphere promotes openness • Media neutralizes differences in education and information between employees • Competition reinforces motivation • Concrete multi-sensual stimuli strengthen learning

  6. Criteria for Excellence • Make the kit rich with stimuli • Conduct several groups simultaneously in a competition • Make sure all employees in the company receive the training • Publish game results throughout the company

  7. What’s in the Kit? • A map base • Markers • Play money • Lego or alternative • Figurines • Labels • Pens

  8. What does the facilitator do? • Prepare and give the vision explanation • Provide groups with the Kit • Manage a “booth” where clues and inspirations can be purchased with money provided • Keep time • Facilitate group explanations of models

  9. Who has done it? • At least 25% of Fortune 500 companies • National Semiconductor, Sears, Ford, Teva • Multinationals • Large organizations with diverse cultures • Usually as a result of significant organization change (merger, growth)

  10. What have they achieved? • Quicker vision implementation • Maximum employee participation • QA that improves vision effectiveness • A way of transcending cultural differences • Better understanding of company values & goals at the operational level

  11. What to avoid • Bad or unclear visions - go back to the drawing board • Organizations with deep lack of trust • Lazy managers • Lack of top management sponsorship • Lack of willingness to implement results

  12. How to get best results • Make sure before you start that the company is committed to implementing the vision • Create a management committee responsible for implementation that reports to CEO • Implement the Imagimap as part of an OD process

  13. Good Luck! CODA

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