Crafting A Vision For Your Company

Developing a corporate vision sounds like some kind of creative exercise, doesn’t it? Well, in one sense it is. After all, the project essentially asks all participants to think of their company in the future and to discuss it openly.

But while there’s probably some value (however little) in sharing “blue sky” dreams about a company with co-workers – we prefer to take a much more measured and deliberate approach. This approach is specifically designed to help employees achieve greater inter-dependence; assist managers in day-to-day decision making; grant customers greater emotional ownership in the brand; and give vendors an opportunity to succeed by making the company more successful.
We begin the visioning process with research. After all, the best clues as to what the future holds for a brand is to understand its journey to the present. This research process uncovers all sorts of insights behind innovations, traditions, customs and practices that help define the brand for what it is.

Historical research continues to help develop a finer appreciation for the culture in which the brand evolved. What were the pressing issues and prevailing attitudes of the day? How have those changed over time?

The final step in the research phase is to identify and discuss the major change agents in the market right now. How long will those agents remain active? What will change them over time and how will we have to react as a result?

All of this research helps set the stage for open and honest discussion among the members of the management team. Sometimes, in order to break the ice, we’ll encourage members of the management team to use a creative device to start the conversation. Asking members of the management team to each write a future obituary for their company (to discuss strategic threats and weaknesses) or to play the part of a loyal customer five years from now and write a “thank you” letter (to identify strengths and opportunities) can be both fun and insightful.

Eventually, we’re able to imagine how the future might look for the company or a specific brand. And it’s at this point that we carefully walk through a complete touch-point review: discussing, in detail, every possible point of contact between the customer and the brand. We try to develop a clear sense of what the experience is like – everything from emotional values to practical (and tactical) examples of how things change.

Corporate leaders play an important role at this point, providing their own perspective of the future and challenging others to match his vision.

The final part of the visioning process is the most important. Sharing a vision of future greatness is relatively easy compared to adopting that vision and identifying what needs to happen in order to make it a reality. Before the visioning process is concluded, we work with clients to develop action plans for each member of the team. The process of building these action plans reinforces the goals all the managers share and makes these goals a reality.

Unfortunately, too many of these meetings end after the second step. A grand plan is shared by some members of the senior staff or the company’s management team – but nothing is put into action. The result of this chronic inaction can be more damaging to a brand than not having a vision in the first place.

Be sure to dedicate yourself and your team to creating a vision and bringing it to life. You’ll be pleasantly surprised with the results of your effort.

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