Over a hundred years ago, Thomas Edison warned that “vision without execution is hallucination.” It was true then and it’s true now. Implementing strategy and driving change is hard and that’s why it often fails. Rather than simply hallucinating about a successful outcome, leaders need to be clear and compelling in how they engage people in achieving the vision.
A Three Horizons approach helps translate a strategic vision of the future into a more detailed and practical discussion by providing context and perspective about:
The Three Horizons approach creates a road map that links today’s and tomorrow’s actions to long-term goals. It also helps defuse fear and uncertainty by outlining the what, why, and when of change. Equally important, the process helps people understand what organizational anchors and expectations will remain unchanged. Clarity of expectation makes the process of operationalizing strategy or implementing change easier and more successful.
Rather than a linear approach that starts with everything that needs to be done, begin with the end in mind.
The third horizon is a view of what the future will look like as a result of successful organizational change or strategy execution. Define this goal state in as much detail as possible by describing where you want to go, why, when you plan to arrive, and how you will know when you are there.
Critical questions that help frame the third horizon:
With a clearly defined destination and timeframe, the focus shifts to identifying what needs to happen. Realization of this desired state is only possible through the actions taken in the first horizon to achieve the second horizon and the successful effort to move from the second to the third horizon.
The second horizon is an easily identifiable point along the way that signifies success and confirms that the longer term goal is within reach. This mid-term future serves as the transitional anchor for action and focus that is more intermediate in nature than the longer term objective.
Critical questions that help define the second horizon:
Focusing on interim goals or steps along the way help make the change process more manageable and easier for people to understand and embrace. Celebrating the successes of achieving intermediate goals provides encouragement and validation that the overarching goal is attainable.
The first horizon represents the immediate future and the first steps toward the goal. The focus is on the immediate actions required to move in the direction of the desired state. These are typically incremental steps rather than radical steps.
Critical questions that set context for the immediate actions that need to happen in the first horizon:
Resist the temptation to try to do too much, too soon. Maintaining the momentum of change is hard and it is almost impossible if you try to do everything at once. Focus on identifying and addressing the few things that need to be done now as opposed to those actions and activities that should be deferred until later in the process.
With any change effort, it is critical to translate the vision and strategy into a detailed discussion about goals, expectations, and required actions. This must be done at a group, department and individual level. Take the time to paint a compelling vision of the future you are striving to achieve. Engage the whole of the organization in understanding that this desired state, the third horizon, is only possible with specific individual and collective actions. Remind people:
While it is sometimes challenging to provide, consistent proactive communication is what keeps people connected and engaged. Frequent updates, ongoing feedback, and continuing reinforcement of key messages are critical for success.
Rarely does real change occur in big bursts. More often, change sticks when small efforts are attempted, acknowledged, reinforced, and repeated. Use the Three Horizons approach to pace and frame change by translating the conversation into a more detailed and practical discussion about goals, expectations, and required actions at an individual, group, and organizational level.
This focused approach brings a strategic vision to life rather languishing as an unfulfilled dream or hallucination about the future. Frame your horizons, execute your plan, and achieve your goal.
Brian Clapp
President
CCI Consulting
Lorraine Webb is a human resources and organization development executive with significant experience in the energy and utility markets.
Currently, Ms. Webb is Vice President of Human Resources and Organizational Development for Philadelphia Gas Works (PGW) and is responsible for all human resources and organizational development functions including compensation, benefits, recruiting, talent management, wellness, EEO, EAP, HRIS systems, learning and development.
Ms. Webb and her team have played a pivotal role of building a talent management program and succession planning process in the face of exiting baby boomers, while effectively managing significant challenges in terms of internal and external constraints.
Recently, Ms. Webb and her team were awarded the inaugural 2019 Employer of Choice award by the Office of Workforce Development, City of Philadelphia. This award recognizes exemplary HR practices.
Further, under her leadership PGW won the HR Department of the Year Award in
2011 and has been cited on numerous occasions as a Best Places to Work for
Minorities and Women in Engineering by Diversity Magazine.
Ms. Webb was an honoree for Philadelphia Leadership Awards for Women’s E News, 2010
Adding to her experience in the energy/utility arena, Ms. Webb has worked as an HR professional in the pharmaceutical industry, manufacturing and banking. Ms. Webb is passionate about coaching and enjoys helping professionals and executives reach their full potential.
Ms. Webb is a graduate of Binghamton University and is a member of SHRM.
Tom Sontag is the Executive Director, Human Resources at the University of Pennsylvania. In this role, he is responsible for the Learning & Education, HR Communications, Quality of Work Life, and Tuition Benefits functions. Collectively, these provide Tom with the opportunity to pursue his passion for talent development and workforce effectiveness.
Tom has worked at Penn since October 2011 and has nearly 35 years of experience in training and organizational development with large organizations. Before joining Penn’s Division of Human Resources, Tom held training and organizational effectiveness roles for organizations such as Development Dimensions International (DDI), PNC Financial Services Group, Citizens Bank, Drexel University, NRG Energy, and Covance. He earned a BA in English literature from John Carroll University, an MBA with a focus on human resources and leadership development from Duquesne University, and a Ph.D. in educational leadership from Drexel University. Additionally, he has earned the SPHR and SHRM-SCP certifications.
Peggy Verdi is a dynamic Human Resources executive with nearly 35 years of experience in HR strategy, change management, organizational design, executive coaching, team effectiveness, and talent assessment, development and management.
Peggy currently holds the position of Vice President, Human Resources and Administration (CHRO) at Subaru of America, Inc., overseeing all aspects of human resources and corporate facilities & services, its practices, and operations in order to meet the needs of the constantly evolving business.
Prior to joining Subaru, Peggy served as Chief Human Resources Officer at BAYADA Home Health Care and as Executive Director, Human Resources Business Partner/Change Planning at Bristol–Myers Squibb, a leading manufacturer of pharmaceuticals and biologics.
Peggy received a Bachelor of Arts in Liberal Studies with a focus on Labor Relations and a Master of Arts in Human Resource Management from Rutgers University.
Elizabeth Quarello (SPHR, SHRM-SCP) is an energetic senior HR leader with over 16 years of diverse experience in fast-paced corporate settings across a variety of industries, including management consulting, architecture, media, and biotechnology and pharmaceuticals. She is a hands-on leader and influencer with a passion for driving organizational change to create positive working cultures that enable organizations and individuals to realize their full potential.
Elizabeth is currently the Senior Director of Human Resources and Operations for Avid Radiopharmaceuticals, a wholly-owned subsidiary of Eli Lilly & Company. In this role, she is responsible for oversight of all HR functions, serves as a key senior leadership member, and oversees operational functions including HSE, compliance, contract administration, facilities management and administration.
Mike Higgins is a seasoned Human Resources leader with over 20 years’ experience in leadership development, employee/labor relations, performance consulting and executive coaching programs in the Retail, Financial Services and Healthcare industries.
In his current role as the Senior Director of Strategic Talent Management & Learning at The Children’s Hospital of Philadelphia, Mike leads enterprise-wide talent management activities, including leadership, professional skills, career and organizational development, succession planning, performance management and employee engagement for the Hospital’s 15,000 employees.
Mike holds a Bachelor’s degree in Secondary Education from LaSalle University, and a Master’s degree in Education (Corporate Education/Instructional Systems Design) from Pennsylvania State University.