What is the purpose and meaning of the phrase, “Pragmatism of Vision to Transform Culture”?

The purpose of this phrase is to encourage the transference of ideals and the underlying reason(s) for the operation of an organization.

The truth is that a lot of people in business try to fly high with a vision without executing the necessary tasks needed to succeed. Understanding and implementing the meaning of this phrase creates a balance of a company vision (operating with ideals or values in mind) and pragmatism (performing the necessary revenue or business building tasks). The result of applying this balance is that an organization can continue to operate for the same purpose over time (allowing for smooth generational transference) while executing the tasks necessary to succeed. This balance is the secret to sustainability in the workplace. That is, sustainability of the product quality, and the sustainability of the company or organization’s purpose over the long term.

How does this combine and build upon ideas from your previously published works?

The “Big Idea Series” was published to the OneAccord website and can be found under my biography. The series discusses the idea of the culmination of vision, pragmatism, and leadership into teamwork. It is discussed in a case-by-case basis, for companies such as Pepsi, BMW, and WalMart. Pragmatism of Vision to Transform Culture takes it one step further by making the connection to Interim Management.

How exactly does this idea align with what we do and how we do it at OneAccord?

This can be applied to the way you create a road map of success for your clients. Our underlying vision at OneAccord is to provide absolute truth and absolute compassion through the work that we do. You may be asked to create an updated or new vision casting an ideal meaning for the long-run. When doing this, you must also exhibit pragmatism, a realistic approach to the big tasks and small tasks your client must complete or deal with on a regular basis.

How does this idea align with Interim Revenue Executives helping various companies?

In order to drive revenue, there must be synchronization between an external and internal value proposition. More importantly than providing an immediate boost in revenue, as Interim Executives, we must provide sustainability to our client. Revenue creation is the result of business functions and the corresponding value proposition. By making the necessary functional and value adjustments, you are transforming the culture and moving your client into a promising position for sustainable revenue creation. We should strive for sustainability.

How do you see interim managers being able to refer to this notion in daily interim efforts?

You cannot just go in with a black box (solution to everything) to company XYZ and expect everything an immediate fix. We must constantly keep the whole business in mind. Understanding what needs to be cleared away, to embrace a vision and transform a company in a way that will be sustainable in the future. We must remain pragmatic and evaluate what it will take for this transformation to occur and sustain itself when the engagement ends. We have to leave our clients on stable footing and in the clear.

What experiences did you draw upon in developing this message?

I can draw upon my experience in branding, a process that begins with ideas. Working with companies such as Pepsi and Intel, I was exposed to brands with consistent performance levels, and a well-articulated vision. On the other hand, there were situations when we couldn’t find a consistent vision that could be applied to the work done by a client. It was much more difficult to create a successful campaign. When consistency in vision is developed, the core message is sustainable and can be transferred from generation to generation. For example, Intel is in an industry where the product offering is constantly changing. They have built the brand in a way that encompasses more than the product, so as the products change, the feeling customers have (hopefully a positive one) towards Intel does not.

We are constantly communicating the OneAccord message. Our cultural values are ideal to have in the workplace as well as outside the workplace in our daily lives. Absolute Truth and Absolute Compassion are elements of OneAccord that will always remain. We must expect functional change to occur (such as the use of new social media networks and customer relationship management platforms) but the underlying principals of why we do what we do won’t change

Aside from our cultural values, all else is peripheral, but since we must be functional from day-to-day, there must be a balance. We have to balance our vision and pragmatism (function) to strengthen and sustain the OneAccord message.

Peter Klinge Jr. is a strategic marketing and communications executive with more than 20 years experience with many of the top advertising/marketing services agencies, driving business success for major global brands and early stage companies, in technology and consumer categories.

peter.klinge@oneaccordpartners.com
Tel: 801.755.6820

Photo by Gisela Giardino