[ Back Home ] Vision: A Brief Synopsis A vision is the early stage of the strategy process. Briefly, this process consists of: Vision Where the organization is going Objectives Performance outcomes Strategy How to achieve the objectives Implementation Executing the strategy; action Evaluation and Adjustment Changes made based on actual experience and a review of the strategy to date   A vision answers the questions: What are we trying to do? What are we trying to become? A vision tells us where the company is headed in the next five years. A vision tells us where change is taking us. A vision clarifies the direction the company is taking. A vision helps coordinate action. If everyone knows where the company is headed, decisions can be made with this in mind. A good vision should demonstrate the future and motivate everyone to be part of it. A vision must be shared. A vision becomes a road map for the future and provides a picture of the company five years from now. A vision provides a rationale for the future destination of the company. A well-stated vision avoids generic language that can be applied to any organization. A well-stated vision motivates; it is challenging and demanding. A poorly-stated vision is bland; it requires little imagination and gets quick consensus. A good vision becomes translated into objectives and strategies that lead to action. A vision may include the company’s values, or the company may have a separate value statement.   Vision and the Organization A vision can be developed at many levels within the organization. At minimum there has to be an overall corporate vision. This vision can be cascaded to departments and smaller organizational units, and even to the ultimate organizational unit, the individual. Leaders may be able to articulate a vision, but very few actually live the vision each day. A leader who lives, breathes and weaves the vision into the fabric of an organization inspires everyone to a higher performance every day.” Mark Lipton New SchoolUniversity     Direction-Shaping Questions (1)   Externally Focused Questions: How and at what pace is the company’s market environment evolving? What factors are driving market change and what impact will they have? What are competitors up to? In what ways are competitive conditions growing stronger or weaker? What does the changing market and competitive landscape mean for the company’s business over the next five years and beyond? What new markets and customer groups should we be moving in position to serve? What should we abandon?   Internally Focused Questions: What are our ambitions for the company? What industry standing do we want the company to have? What organizational strengths should we be trying to leverage and what weaknesses do we need to correct? Will our present business generate adequate growth and profitability? What new products/services (or businesses) do we need to add? What new capabilities do we need to be successful in the marketplace of the future? (1) Thompson, Gamble, Strickland: Strategy   A discussion of these questions may lay the groundwork for developing a company vision.   K. Jensen/2005 [ Back Home ]