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Introduction
This document is a both a work of detail information as well as a workbook with
exercises that can be completed to create a “complete” vision process, or can be
broken into segments, which can be completed in units to achieve the needed
results in shorter time frames. Although the value of a “Vision Quest” is greater
when all segments are completed and the whole is understood, time may be of the
essence and time resources may not be available to complete all segments.
This document is broken into four segments: 1) the creation of Values / Vision /
Mission, 2) The State of the Architecture, 3) The “Corporate” Architecture review,
and 4) Detail documents with information from each area on what it may take to
create a bridge from the current state to the future vision. Each segment when
used as a building block gives more value to the next process; however, each of
these segments can be approached independently and then brought back together
at a later point to synthesize into a more coherent whole.
Throughout this document there will be exercises and information gathering
survey sheets, which will provide the basis for the needed analysis and creation
process of a future architecture. These exercises should be taken on with the
approach of an adventure in learning. The exercises have no right or wrong
answers; they are the work of creating a complete view of the whole organization.
To ensure one does not create a view out of context the overview should be
framed by the concept that any organization is the interactions of People, Process
and Technology.
Note:
Any organization taking on thistask shouldremember thatthe process is
one where “People Make it happen”.
As we progress through this document there are several areas, which will be
examined. Some deal with intangibles while others deal with hard decisions and
preferences. Even though there are easy questions to answer about technology, it
is the more difficult questions / decisions about People, and Processes and how
they interact in the work environment. Typical hard questions will include,
“What types of relationships do the people have with each other?” “What are the
types of reward and punishment processes that exist in the management
organization to motivate the individual employees to accomplish work goals and
projects?” “What tools should I use to understand the organization’s problems
and potential solutions or opportunities?”

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It is understood that due to time constraints there may not be time to do a
complete examination and answer all the hard questions; however, a complete
assessment of the work environment will include all of the intangibles, as well as,
all of the tangible issues.
Below is a quick overview of the items that would be considered in complete
review and a diagram, which attempts to emphasize that all of these items are
linked. Through the understanding of these linkages one can understand how to
begin in the creation of a high performance organization.
People make it happen!
People make it happen!
DiagramofRelationships
Two important keys, which first must be met, before one can create a future that
can be sustained in a high performance organizational framework are shown
below:
Environment – Create an environment of high performance with challenges,
learning, rewards and development opportunities.
Relationships – Create relationships, which are supportive and align with the
company objectives / goals and create performance rewards, which will make it
FUN and encourage achievement.
To create the high performance environment three resources are required which
when are properly aligned and structured, can create the environment and
encourage the needed and necessary relationships are as follows:
People -- You, me, customers, suppliers, the community, this is all the relations
we must have to be successful. Without people there is no organization. People is
one of the most difficult of the three elements to describe and understand;
however, it is the key to the success of any manager or organization.
Process -- The way in which we do things to accomplish corporate goals and
objectives as governed by our personal values, goals, rewards, ethics and our
understanding of what needs to be done. Processes are key to our ability to
complete corporate goals in a timely and cost efficient method. To understand the
People
Technology
Process

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process and methods of execution we will need to ensure that we create personal
buy in, which in turn creates a focus and a priority to accomplish our corporate
mission. Without the proper processes and value alignment of both personal and
corporate values there can be no personal buy in. In short there is no living
focused energy in the organization to accomplish greatness.
Technology -- The tools, which includes software, hardware, methods and
supporting services that we use to accomplish our job, our mission and our goals
on a daily basis. Without the appropriate tools we will be slowed in our ability to
accomplish our goals. The tools are not an end in themselves but only a set or
group of devices, which enables us to accomplish our goals.
Any valuable review should have the goal of reviewing and understanding People,
Process andTechnology. Peoplereviews are not“does this person fit the organization”
it is defining the organization and what are the values, the mission and goals of the
organization and then allowing the individual to buy into the organization and
understand theorganization and valueof the organization goals, mission and values. If
the person cannot buyinto theorganization theywilleither leaveor be asked to leave.
Process reviews canbe seen as the “how do we do things in this organization”, “what
are our processesto accomplish our mission and goals”. How do we ensure we can
accomplish our mission? Withoutprocesses thereare no steps, methods byto reach our
goals; however processes can also hinder or stop us from getting to our goals. The
question to ask is are processeshelping or stopping us from accomplishing our goals?
Process can be examined at both a micro and macro levels. During this review it is
important to understand the depth of the review. This is important so as to not be
slowed down by unnecessary details or minutia. In any projectit is best to definethe
timeframefor the examination. Do you only havetimeto look at thebig picture or do
you have time to discover the complete process and map the process with the time
required for each milestone along the way.
Because this documentis an architecturaloverview, many organizationswillskip directly
to the Technologyreview. It is also the easiestto accomplish becauseit does not deal
withthemessyissuesofPeopleandProcesses;however,itcanalsobethewrongsolution
becauseyoumaynot have definedtheproblem well, andunderstand whatisthecorrect
tool to accommodate the process or people of the organization. I am reminded of a
saying that my grandfather used, “If the only tool you have or know how to use is a
hammer all your problems tend to look likenails”. Tools areimportant butthey inand
of themselves are not the answers.
In closing, thisprocess of looking ata new architecture triesto involveas manypeople
as is possible. When an organization or group of people feel like a victim of change
rather than a participantor initiator of change, resistancewhether it is passiveor active
can occur. By using a participatorymethodologywhere thefuture isbeingdefinedand
explored by the team, resistanceis reducedand acceptance of change is increased. In
any situation change it is difficult because you have to understand the psychology of
change. Change isrecognized,individualswanttochangebutmustgothrougha period

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of loss for the “old ways”, then a periodof understanding of the loss andthen looking
forward to the “new ways”. This is very similar to the grieving cycle of loss.
Human nature is toembracechangewhen one feels theyareresponsible for thechange
andnotonthereceivingendofa change. Astheteamcreatesthechangetheindividuals
will startacting / changing organization behaviors. As team membersstartacting out
the new behaviorsthen personal buy-in into the processoccurs. If you act and do, as
leadingbyexample,behaviorchangeisnotonlypossiblebutteambuyin,isalsopossible.
Some information and content throughout this document was used with permission
from SIMCON

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