Translating Vision and Strategy

In the contemporary business environment, organisations look to become and remain competitive. The very survival of an organisation depends on the way in which it positions itself in an ever-changing world. Business organisations have, as an overriding goal, the creation of real income for the owners, employees, and other stakeholders. Success and growth depend on the direction taken by the organisation and for this purpose, leaders need to guide the organisation towards the future.

What is a Vision?

Every organisation has a destiny, a deep purpose that expresses the reason for its existence. A vision is an image or a picture of the desired future you seek to create. A vision ‘statement’ shows where we want to go and what we will be like when we get there. The word comes from the Latin vidère that means ‘to see’. A vision gives shape and direction to the organisation’s future. It also assists people to set goals to take the organisation closer to that future.

What is Purpose?

Purpose, or mission, is the organisation’s reason for being; it stands for the fundamental reason for the organisation’s existence. A mission statement answers the question: “What is this organisation’s purpose?” for employees, customers, and other stakeholders.

Goals

Every shared vision effort needs not just a broad vision, but specific, achievable goals. Goals stand for what people commit themselves to do and goals often address barriers and obstacles in the way of achieving the vision of the organisation.

What is Strategy?

Strategy is a broad plan of action for pursuing and achieving the organisation’s objectives/goals and satisfying its purpose.

In order to realise the vision of the organisation, the purpose must be clear, goals need to be set, and a strategy needs to be formulated and implemented effectively with full alignment cascaded down in the organisation.

Critical aspects you as manager need to have clear answers to before you will be able to cascade performance are the following:

• Vision statement of your organisation
• The key strategic drivers/objectives of your organisation
• What is the vision/picture of the preferred future you have for your division/business unit? – clearly define it.
• List three clear divisional goals you have.
• How does this align to organisational strategy? Is it aligned?