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Strategic Visioning and Leadership Accountability


A large provincial government


A Central Agency had initiated a comprehensive project to develop and implement a complex financial management system across a number of government ministries. A thoughtful vision statement was developed to focus the Project Team and its Clients on the essential areas.As the project moved forward, it became clear that a more succinct statement would be useful to ensure the alignment between the work of the team, the required outcomes and the level of 'buy-in' across client groups. The Communications Department, in particular, wanted a more focused statement to be integrated into the ongoing, intensive dialogue across the affected ministries.


A workshop was designed to bring key Senior Project Leaders together with the Project Authority, to work on the statement. A meeting with the Project Authority and the Director of Communications prior to the workshop helped refine the role of the facilitator and clarify the expectations of the Client.

The pace of the workshop was brisk and all of the participants were actively involved in clarifying and making choices. They were challenged to weigh the strengths and weaknesses of their draft statements and to assess the impact of these statements from a Client's perspective. The facilitation involved active challenge throughout.


The group initially drafted four succinct statements and discussed the pros and cons of each of them. When there was agreement on a final statement, the group initiated a process to take it to Clients across various project streams to ensure the effectiveness of the agency's vision statement. The final statement became an important element for maintaining critical focus within the project.

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