The Vision goes on to describe at a high level, the realm in which that organization intends to provide value, the market impact of that value at given points in time (typically 1,3, and 5 years), and goes on to describe how that impact is fundamentally measured. As a document, its fidelity is high level enough to keep it from being entrenched in micro-details yet specific enough to offer critical guidance in decision-making.
The Vision statement works by defining the boundaries of a strategy and works to voice the expected organizational behaviors that are critical to the success of the endeavor. By design, it is a living document that inspires and challenges the organization with realistic, obtainable, time-boxed objectives that offer a degree of “wow” to consumers of the value it offers. It is not a ‘set-and-forget milestone’ that is there chiefly for regulatory compliance.
The central components of a Vision statement focus on:
- Client-centric action – Declaratory statements on broad market impact and specific customer value points.
- Behavioral context – Inspires and encourages individual and collective behaviors that reflect the stated organizational values and mission. It stretches capabilities and thinking to drive innovation and growth.
- Metrics centered – Outlines what success looks like at specific points in time and offers metrics for assuring goal attainment.
- Outlines organizational parameters - Clarifies the central organizational focus in this effort and outlines what it will refrain from doing.
With these pillars in place, the organization can operate as an effective, coherent unit that is aware, responsive, innovative, and supportive of internal and external audiences.