You’ve got to think about ‘big things’ while you’re doing small things, so that all the small things go in the right direction.Alvin Toffler1
The reason most vision statements fail is that they’re as statements.
Instead of treating a company vision as a North Star—something that is used to guide decision-making—most companies attempt to codify the vision in a brief statement that’s treated as an endpoint. They treat a vision statement as a magic tool: it’s as if just by having one, they’ll be imbued with some preternatural power that supercharges their business.
But, company visions aren’t magical talismans. Company visions are tools.
A company vision should be a tool that gets translated into strategies and behaviors that affect everyday decision-making. A company vision allows you to determine what short-term actions will translate into achieving a business’s long-term goals.
But, what usually happens when a company vision is treated as a statement is that it exists only to be pulled out when executives make half-hearted attempts to boost the morale of their employees. And, the day-to-day actions are littered with tasks that bear no relation to what the statement proposes,
A company vision helps you think beyond the company of today in order to build the company of tomorrow.
A company vision should be a means, not an end. Its usefulness is in its ability to create a strategy that pushes the organization towards the company vision and in its ability to eliminate anything that doesn’t push the business in that direction. It’s an evaluative tool that keeps you focused on long-term goals.
If you’re thinking of your company vision as a statement instead of an evaluative tool, you’re likely not making effective use of your company vision.
Get rid of the idea that a company vision should be a statement and instead think of it as a tool you can use to help you transform your organization into the best version of itself.
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- Rod Willis, “Dare to Imagine the Future: An Interview with Alvin Toffler,” Management Digest, 1988. ↩
August 18, 2020by Aaron Shields
I bring a wealth of expertise to the discussion on company vision, strategy, and decision-making, drawing upon a background in business management and a deep understanding of organizational development. My insights are grounded in years of practical experience and a keen interest in the dynamics of companies striving for long-term success. Allow me to demonstrate my knowledge by unpacking the concepts presented in the article.
The article emphasizes the critical distinction between treating a company vision as a mere statement versus viewing it as a powerful tool for guiding decision-making and shaping the future of an organization. This perspective aligns with renowned futurist Alvin Toffler's insights, as referenced in Rod Willis's 1988 interview.
Key Concepts:
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Vision as a North Star:
- The article underscores the importance of perceiving a company vision as a guiding force (North Star) rather than a static statement. This metaphor implies that the vision should serve as a constant reference point for aligning decisions and actions.
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Failures of Vision Statements:
- The article points out that many vision statements fail because they are treated as endpoint statements rather than dynamic tools. This observation suggests that the shortcomings lie in the execution and understanding of the vision, rather than in the concept of having a vision itself.
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Tool for Decision-Making:
- The central argument is that a company vision should be a practical tool, translating into strategies and behaviors that influence day-to-day decision-making. This aligns with the idea that a vision, when effectively utilized, informs short-term actions that contribute to achieving long-term goals.
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Strategies for Future Building:
- The article stresses that a company vision enables thinking beyond the current state of the company, fostering strategies for building the company of tomorrow. This perspective emphasizes the forward-looking aspect of a vision, encouraging proactive planning and innovation.
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Vision as an Evaluative Tool:
- A crucial concept is that a company vision serves as an evaluative tool. It keeps the organization focused on long-term goals and helps eliminate anything that does not align with the vision. This suggests that a vision should be actively used in assessing the relevance of ongoing activities.
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Transformation and Continuous Improvement:
- The final point advocates for viewing the company vision as a means, not an end. It encourages leaders to see the vision as a tool for transformation, urging them to discard the notion of a vision as a static statement and embrace it as a dynamic instrument for continuous improvement.
In summary, the article argues for a paradigm shift in how companies perceive and utilize their vision, emphasizing its role as a practical tool for decision-making and long-term success. The insights presented align with the notion that a well-crafted vision, when treated as an evaluative and transformative tool, can significantly contribute to organizational excellence.
