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Hi, Gary

Would you care to share with us specifics on the 16 dimensions to which you
refer when you say:

" Through lots of testing and trials, I've found that it takes 8 dimensions
to describe a product.  The processes have been applied to products, services,
tangibles, intangibles, hardware, software, teams, projects, facilities,
technologies, and formative ideas.

Businesses are more complex.  They need the first 8 dimensions plus about 8
more dimensions to develop visions of operations and culture"

I use 8 questions now (for only the 'soft' domain - mainly the Organization
Behavior issues though not fully restricted to them). I have sometimes
expanded the same ideas into as many as 15 questions and also collapsed them on
occasion to as few as 5.

Thanks,

Erwin

Colleagues,

Erwin asked for my 16 dimensions.

I hope the figures below come through. If you have html turned off, I don't
know what you will see.

The inside 8 circles are dimensions of strategic identity.
The outside 8 circles represent a commonly valid suite of extra dimensions
for a company or business.

These figures are parts of copyrighted articles.

Best to all,

Gary

----------------------------
Innovation and Branding - done Strategically

Gary Lundquist - The Accelerator
Market Engineering International
303-840-9929 www.market-engineering.com
garyl@market-engineering.com

Making and keeping satisfied customers,
at a profit, over time,
in a competitive environment.

Dimensions of a
Corporate Rich VisionT


























Corporate Rich VisionT

Colleagues,

OK. The figures don't come through. Here are lists.

Erwin asked for my 16 dimensions.

Eight dimensions of strategic identity - the Brand Rich Vision[tm]
Focus, customer, needs, benefits, uniqueness, position/brand, mission,
name.

The Corporate Rich Vision[tm]
Four superdimensions: Identity (the eight above), goals, strategies,
culture
Eight dimensions beyond identity: Goals/objectives, core strengths,
relationships, markets/products, pricing/distribution,
positioning/differentiation/branding, culture, vision statement.

The extra "eight" dimensions are actually more, squeezed into a pretty
figure that doesn't come through in e-mail. Most of those are strategies I
collectively call an integrated strategy.

Naming the dimensions doesn't begin to cover the questions needed to get to
either strategic identity or integrated strategy.

Rich Visioning (strategic pre-planning) tools were developed initially to
define marketing messages.
Today, I use them to lead teams that define and design products and
businesses.
Brand Rich Visioning is core to product marketing and product
management.
Corporate Rich Visioning is core to strategic marketing and business
strategy.

Best to all,

Gary


----------------------------
Innovation and Branding - done Strategically

Gary Lundquist - The Accelerator
Market Engineering International
303-840-9929 www.market-engineering.com
garyl@market-engineering.com

Making and keeping satisfied customers,
at a profit, over time,
in a competitive environment.

Thank you Gary: This is helpful and explains a lot. Coming from an org
behaviour/theory perspective, one of the key pieces missing for me is
the value piece. So, when we talk about corporate vision, values would
be something I would start with. But this just speaks again to the
multi layers involved in strategic processes and how one way- no matter
what or who's- can never begin to address all the issues. My strategy
work with clients who need guidance often starts with tabling our
assumptions and pre-conceptions, stating what we value, who our audience
is, and what the politics are around the issue. Otherwise, there are
many unspoken issues that people act on and presumed consensus which
often blows up in the backroom later.

Cheers

Deborah Nixon
University of Toronto
704 Windermere Ave
Toronto Ont M6S 3M1
Ph: 416-763-6985
Fax: 416-763-3361



-----Original Message-----
From: Management Education and Development Discussion
[mailto:MG-ED-DV@MAELSTROM.STJOHNS.EDU] On Behalf Of Gary Lundquist
Sent: Thursday, November 13, 2003 3:00 PM
To: MG-ED-DV@MAELSTROM.STJOHNS.EDU
Subject: Re: Some lateral thinking - re Gary Lundquist's post


Colleagues,

OK. The figures don't come through. Here are lists.

Erwin asked for my 16 dimensions.

Eight dimensions of strategic identity - the Brand Rich Vision[tm]
Focus, customer, needs, benefits, uniqueness, position/brand,
mission, name.

The Corporate Rich Vision[tm]
Four superdimensions: Identity (the eight above), goals,
strategies, culture
Eight dimensions beyond identity: Goals/objectives, core strengths,
relationships, markets/products, pricing/distribution,
positioning/differentiation/branding, culture, vision statement.

The extra "eight" dimensions are actually more, squeezed into a pretty
figure that doesn't come through in e-mail. Most of those are
strategies I collectively call an integrated strategy.

Naming the dimensions doesn't begin to cover the questions needed to get
to either strategic identity or integrated strategy.

Rich Visioning (strategic pre-planning) tools were developed initially
to define marketing messages.
Today, I use them to lead teams that define and design products and
businesses.
Brand Rich Visioning is core to product marketing and product
management.
Corporate Rich Visioning is core to strategic marketing and business
strategy.

Best to all,

Gary


----------------------------
Innovation and Branding - done Strategically

Gary Lundquist - The Accelerator
Market Engineering International
303-840-9929 www.market-engineering.com
garyl@market-engineering.com

Making and keeping satisfied customers,
at a profit, over time,
in a competitive environment.

Deborah,

The "value piece", of course, is in the culture dimension, along with other
key topics.

I've never built "politics" into my formal questions.
I probably should, one way or another.
Politics is a background... a context for both decision making and
developing buy in to results.

I'll have to think about that.

Best,

Gary

----------------------------
Innovation and Branding - done Strategically

Gary Lundquist - The Accelerator
Market Engineering International
303-840-9929 www.market-engineering.com
garyl@market-engineering.com

Making and keeping satisfied customers,
at a profit, over time,
in a competitive environment.

Dear Gary: Most people place the value piece within culture, but it
often gets subsumed there within the larger discussion of culture which
often drifts off into a more intellectual discussion about behaviour and
codes of behaviour. Of course, this is clearly about values too. I
find though, that if you isolate values as a discussion and ask people
to go really deep, to look at congruency between org values and their
own, it brings in new issues. For example, issues like valuing family,
issues of trust and meaning: these don't usually emerge from a culture
expression. You end up with organizational discussions that don't get
to the heart of individual meaning- which drives much behaviour. I
wonder if the recent mutual fund scandal with Putnam had any discussion
of trust as it applies to individuals and their organizatiuon. Bet they
could describe the culture really well- wonder if they could look at
their behaviour as ethical humans- a discussion that doesn't often
emerge from the culture one.

Yes, politics is background- but in certain environments it's
everything. So, while orgs pretend it's background, it's very much the
driver of some decisions, then we decorate around it with strategies and
rationale to cover up the politics which have always been front and
centre.

Just another thought.

Deborah Nixon
University of Toronto
704 Windermere Ave
Toronto Ont M6S 3M1
Ph: 416-763-6985
Fax: 416-763-3361



-----Original Message-----
From: Management Education and Development Discussion
[mailto:MG-ED-DV@MAELSTROM.STJOHNS.EDU] On Behalf Of Gary Lundquist
Sent: Thursday, November 13, 2003 5:01 PM
To: MG-ED-DV@MAELSTROM.STJOHNS.EDU
Subject: Re: Some lateral thinking - re Gary Lundquist's post


Deborah,

The "value piece", of course, is in the culture dimension, along with
other key topics.

I've never built "politics" into my formal questions.
I probably should, one way or another.
Politics is a background... a context for both decision making and
developing buy in to results.

I'll have to think about that.

Best,

Gary

----------------------------
Innovation and Branding - done Strategically

Gary Lundquist - The Accelerator
Market Engineering International
303-840-9929 www.market-engineering.com
garyl@market-engineering.com

Making and keeping satisfied customers,
at a profit, over time,
in a competitive environment.

Gary,

I also see values as critical to much of what happens in groups and
organizations, but don't link them only to culture. Much of what happens in
organizations results from the interaction between individuals and groups.
Values shape and condition all interactions by acting as either resistors or
amplifiers. They exist at the individual, group and organizational levels,
are fluid and changing and don't always correspond to either formal values
identified by the organization or cultural makeup. They do, however,
directly impact on thinking and decision making. I therefore prefer keeping
them separate from culture.

Jean-Marc


-----Original Message-----
From: Gary Lundquist [mailto:garyl@market-engineering.com]
Sent: November 13, 2003 20:01 PM
To: MG-ED-DV@MAELSTROM.STJOHNS.EDU
Subject: Re: [MG-ED-DV] Some lateral thinking - re Gary Lundquist's post


Deborah,

The "value piece", of course, is in the culture dimension, along with other
key topics.

I've never built "politics" into my formal questions.
I probably should, one way or another.
Politics is a background... a context for both decision making and
developing buy in to results.

I'll have to think about that.

Best,

Gary

----------------------------
Innovation and Branding - done Strategically

Gary Lundquist - The Accelerator
Market Engineering International
303-840-9929 www.market-engineering.com
garyl@market-engineering.com

Making and keeping satisfied customers,
at a profit, over time,
in a competitive environment.