Dears,
I used to wonder why Executives spend too much time drafting,
wordsmithing, and redrafting vision statements, mission statements, values
statements and so on. Not that it
is a waste of time to think through fundamental questions like, “What are our
core values? What is our fundamental reason for existence? What do we aspire to
achieve and become?” Indeed, these are very important questions—questions that drives
every one of us towards a common goal of relentless pursuit for excellence in
our work life.
Yet vision is one of the least understood-and most overused-terms in the language. Vision is simply a combination of three basic elements: (1) an organization’s fundamental reason for existence beyond just making money , (2) its timeless unchanging core values, and (3) huge and audacious—but ultimately achievable—aspirations for its own future. Of these, the most important to great, enduring organizations are its core values.
When I set out to write this blog article the drive is how these core
values brought back the enthusiasm to my career and how things started looking
positive when you attach yourself to our Hitachi Consulting Core Values.
The picture above depicts our HCC core values. My attempt in this blog is not to define our values I
believe they are already well defined and it’s purely my experience and
transformation to a life when you realize and follow these values in day to day
life.
Harmony is everything and without
Harmony there is nothing. The first & foremost is Harmony with yourself by
accepting what you are and making honest attempt to improve and grow. The next
is harmony with our fellow worker and family, the sum is always greater than
its parts and team work is no substitute to individual excellence, Harmony with
your team makes you perform beyond the Individual capacity and that gives you
real edge over the competition.
Sincerity: The true reflection of self is
when you go to sleep everyday without a guilty feeling that you made best out
of it. We tend to show our sincerity only towards the goals that would benefit
us directly and majority of the times we pretend to do the best and leave the
rest of our potential to decay without meaningful tasks. You always have
something to contribute irrespective of you have something assigned to you and there
is always a scope for improvement in the way you do things or there are lot
more waiting for your attention to give it a shape. We are the sculptors all time
waiting for the stone’s request.
Pioneering Spirit: Innovation is not to discover a
new thing every day but to discover a new self every day. Exploring the possibility
to create something new is the pioneering spirit and it’s like taking your
newborn in your hands, it’s your own and may not excite the people around you
but you know the importance of giving a new birth to your talents and experience.
When you make someone to excel it’s really like a father holding his toddler
hand and making him to take the first step and it’s not just about holding your
team members forever, you must also know when to leave their hand for them to
make their own decision and excel.
“How do we
get people to share our core values?” You don’t. Instead, the task is to find people
who are already inclined to sharing our core values. You must attract and then
retain these people and let those who aren’t predisposed to sharing your core
values go elsewhere. What should change and what should never change? It’s a
matter of distinguishing timeless core values from operating practices and
cultural norms. Timeless core values should never change; operating practices
and cultural norms should never stop changing.
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