The vision thing doesn’t go away. Staff from the ‘C’ suite to workers may grumble and evince unhappiness at a vision. An ambiguous vision seeds corrosive failure into an enterprise. Simple, local, vision statements can put everyone to understand: Improve plant performance to be a global prize. Changes toward the vision will be judged as consistent or contrary. Multiple improvement steps can be viewed in the context of a growth process. Absent vision, decisions will be considered by some as arbitrary and capricious and not respected.
Visionary leadership can transform an enterprise (many examples) while overreach can destroy value (Hanian Shipping). Ambiguous vision leads to declines (transitions of tech-industry founders to the next generation managers at HP, Xerox, Polaroid, DEC, etc.) To be clear – vision doesn’t result in leadership and leadership doesn’t result in vision. Thriving enterprises require both.
Here is a vision example from the vehicle industry: Transform the enterprise to create value directly serving customers using EVs. This is not just a domestic vision but a global one. Tens of billions of any currency you pick have been committed to realizing this vision.
Many domestically and globally in the entertainment industry share a similar vision: build a creative process to deliver thrilling content on a platform in the metaverse.
Of course, there are definitions, decisions, and communications to make a vision real. Anything else is just a collection of somehow related actions.
EkaLore has written many pieces about strategy. Find them here at www.ekalore.com/blog-1 or consider setting up a conversation with us – www.ekalore.com/contact
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