Clarity (Sub-Divisions)

Clarity produces motion. William Gibson – bestselling author – states “We see in order to move”. Princeton graduate Thomas C. Leonard declares “Clarity affords focus.” Motivator and speaker Bobb Biehl warns that “without focusing and getting to clarity you cannot lead.” Clarity is the stuff that allows unencumbered momentum. Clarity is the gift an organization gives its staff which allows them to launch forward without hindrance or obstacle. Few things can propel an organization or idea like clear purpose.

Let's look at some examples of poor clarity. During the 80s and 90s companies went on large buying sprees. Companies would obtain leveraged financing (debt on top of debt) in order to buy other companies. The motivation for these acquisitions was to create financial synergies (combining the cash flow of two companies) increase operational efficiencies (streamlined resources that could be utilized across two companies) and market share increases. In some cases it worked. Companies were more efficient and streamlined, sharing resources, eliminating redundancies and increasing market reach. Unfortunately, the failure of large 80s and 90s corporate buyouts often came from mixing too many priorities. Large Frankenstein-esque corporations were now doing too many things. Employees and departments (although efficient) did not know what their purpose was. For example, Quaker Oats bought Snapple Beverages and employees were unsure if they were a beverage or an oats manufacturer. AOL acquired Time Warner and it became apparent that few knew what direction the Internet/Media company was heading (and they lost almost $100 billion). Hardware manufacturer Hewlett Packard purchased software producer Autonomy and lost $8.8 billion.

When companies don't know what they are doing, they fail. “Where there is no vision, the people perish” (Proverbs 29:18). Now let's look at great clarity. My favorite example of organizational clarity is the example of a banner for war. Military units had banners to denote their purpose and allegiance. In feudal Japan these banners were called Sashimono. Modern armies have flags or unit insignia. This notion of aligning under a banner is used extensively in the Bible - “Yahweh our Banner” (Exodus 17:15), “In the name of our God, we will set up our banners” (Psalm 20:5), “His banner over me is love.” (Song of Songs 2:4), “He will lift up a banner” (Isaiah 5:26), etc. Banners represent a clear identity, association and directive or purpose. The goal of CYW is to have clear banners.

The problem of CYW is that it is doing too many things. In the nineties Pepsi Co realized it had too many companies. It identified which companies were not aligned with its “core focus”. Those companies that did not match Pepsi's mission were sold (Pizza Hut, Taco Bell, KFC, Wilson Sporting Goods and North American Van Lines - and more). If it does not match CYW's core mission, we don't do it. So what is CYW's core mission? CYW's core mission is “empowering youth for a greater purpose”. How does it do that? Well, that is not so clear right now. The only functional operation of CYW is its activities in Human Trafficking.

These two activities need to be separated. CYW (the mother organization) and CYW Anti-Trafficking need to be recognized as two separate entities. Why? To separate function and emotion. OK that sounds funny. Stick with me. CYW (the mother organization) is the umbrella organization that is responsible for the oversight of all future projects (and divisions) that involve empowering youth. This means it is responsible for any future projects of CYW Anti-Trafficking and any future endeavors (such as assisting at-risk youth, aiding mentally challenged students, education outreaches, training efforts, etc.). Whatever CYW dreams up in the future (or what its employees or members dream up) becomes a new entity of CYW. CYW Anti-Trafficking is responsible for the MAT software and all activities in anti-trafficking.

Why do we need this separation? The main reason is because at this stage CYW (the mother organization) is empty. There is nothing in that organization that can be sold. If we approach companies and ask them to invest in CYW (the mother organization) they will get confused. If they see our activities in anti-trafficking and we discuss “empowering youth” they will get confused. The tangible assets that exist right now are all CYW Anti-Trafficking (or what was Be My Protector). When approaching an advertising partner we are selling CYW Anti-Trafficking.

What other projects can be added under CYW? (00)

BUT, we don't want to get rid of CYW, we just want to put it to the side until we can fill it up with more products. In the future there could be CYW Anti-Trafficking, CYW Youth Shelter, CYW Training, etc. Once it is clear what CYW (the mother organization) is doing through its fruit, we can present its goals. Unfortunately the only assets we have are in the anti-trafficking arena and that is all we can present. So the question is, how do we protect CYW Anti-Trafficking's objectives and the goals of CYW? Very easily. Each will have their own logo. CYW will have its own logo. CYW Anti-Trafficking will have its own logo variant (similar to CYW). Any future project will also use a similar CYW variant that represents their efforts (unless there is an explicit reason not to do this). In this way each project that is created under CYW also increases the brand identity of CYW due to the uniformity across brand marks. So people will see CYW Anti-Trafficking and think CYW. They will see CYW Youth Shelter (for example) and think CYW. These similar logos unite all CYW sub-projects (or divisions) under CYW while allowing them to have separate organizational goals.

CYW (the mother organization) needs a mission statement (the companies reason for existing). CYW's mission statement can be “empowering youth for a greater purpose”. But it's business plan should be “to create and foster projects (or divisions) that promote our mission statement”. It's business plan should NOT include ANY projects or endeavors, these should be the responsibility of projects or divisions. The mission statement of CYW Anti-Trafficking should be (something like) “to save as many individuals as possible from human trafficking”. It's business plan would include “creating awareness, reporting and direct action to free individuals from trafficking through its electronic properties, business relations and communications.” You can see that in this way CWY promotes its goals through the creation of future projects.

What is CYW's Mission Statement? What is CYW Anti-Trafficking's Mission Statement (00)

The roles of CYW need to be divided like this. Doing so allows each department to have absolute clarity. This means that the Anti-Trafficking project can proceed at full speed with 100% focus. CYW (the mother organization) can do the same. So can any future projects. It means that employees in one project do not have to worry about the concerns of another (unless they want to). This clarity will propel the company forward.

How do we accomplish this clarity? We need to separate the divisions and their logos. CYW (the mother organization) will have a logo. CYW Anti-Trafficking will have a logo. When we approach advertising partners in this first proposal, we will be selling CYW Anti-Trafficking, not the mother organization. The reason for this? There is nothing to sell yet except the Anti-Trafficking property, so why confuse our offering. In the future CYW (the mother organization) can be sold, but right now it is empty. Let's simplify!

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