Vision Deployment Matrix (VDM) When faced with complex issues, the potential of an organization can be diminished due to lack of alignment in how the organizational population sees their world. As more organizations are involved in mergers and acquisitions, the potential for “mixed-cultures” is increased, thereby, decreasing the potential for alignment. The Vision Deployment Matrix creates the opportunity to increase alignment by surfacing the multiple dimensions of how we perceive our organizations. Using the Vision Deployment Matrix can mitigate the potential negative impacts of merging multiple cultures due to mergers and acquisitions. The Vision Deployment Matrix creates a framework for increased buy-in to organizational initiatives. In February, 1995, Daniel Kim published an article in The Systems Thinker titled Vision Deployment Matrix: A Framework for Large-Scale Change. The article referenced how, by using a relatively simple matrix format, an organizational population could have the opportunity to better understand the multiple dimensions of a future vision. By enhancing their level of understanding, the potential for achieving the vision would be increased. 1 Vision Deployment Matrix Desired Future Reality Current Reality Gaps or Challenges Vision What do we believe the organization needs to look like In the future? Mental Models What are the beliefs and assumptions that will be congruent with the vision? Systemic Structures How can we create structures that will be consistent with those beliefs? Patterns What patterns of behaviour do we want the structure to produce? Events Can we describe tangible events that would indicate the vision has been achieved? 2 Action Steps Indicators of Progress VDM – definition of terms Vision - a clear picture of what an organisation will look like in the future. Mental Models - the beliefs and assumptions that guide our actions, i.e. how we believe the world works. Systemic Structures - the explicit and implicit policies and procedures, the stated goals of an organisation, physical layout, and the physical capacity of the organisation. Patterns of Behaviour - the organisational behaviours that are visible over time. Events - the tangible, visible things that are seen in organisations. Desired Future Reality - what we want the organisation to look like in the future. Current Reality - what the organisation looks like today. Gaps or Challenges - the difference between the Desired Future Reality and the Current Reality. Action Steps - what can be done to close the gap between the future and the current realities. Indicators of Progress - the visible ways in which an organisation will be able to see that the action steps have produced the desired results. 3