Vision and Structure
If we don’t know where we are going, how will we get there and when will we arrive. So many companies just survive or do what they do, without taking the time to know where they are going.
A vision is important, and I am not talking about a fancy plaque on a wall that no one can quote. I mean a commonly held idea of where the business is going and what we are trying to achieve. That needs a number of components. Firstly an understanding of the environment in which the business operates and a collective corporate debate on what is the industry sweet spot. Taking into account the trends externally and the capabilities internally, what does the ideal company look like, and more importantly, how would we know if we got there?
If you take this future state as an end goal, then build a list of milestones that need to be achieved, in order to lay a foundation to make the sweet spot a reality. This, when given a specific timeline and empowered owners, propels the business toward its stated goals. Whilst this is happening an understanding and building of competencies within the business that need to be evident to achieve the future state, also need to be worked on.
I tend to operate on ten key demonstrable, measurable, three year milestones. These are augmented by ten, one year milestones and a set of 90 day goals. Each milestone owner is empowered and resourced to achieve these strategic goals. The 90 day goals are reset at each 90 day cycle on an action-learning basis, as we move the business forward in a inclusive, conclusive, committed and transparent way.
This model allows a lot of empowered buy-in and change to occur in a compressed timeframe with minimum compliance and maximum effect.