Every organization that takes itself a little seriously has a vision and strategy. Right? The risk is that that vision will become some kind of politically correct statement and you won't get any further. Your vision must serve the people who wear it. In this blog, Dolf L'Ortye, one of the founders of Summiteers, explains why a vision is important and gives some tips on how to develop a good vision.

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Mission, Vision, Strategy

During your training, you will learn that a company must have a mission, a vision and a strategy. I don't know about you, but I found it vague. Strategy, I could still follow that, is nothing more than a fancy word for plan. But mission and vision? Still, often a bit woolly, meaningless phrases. I quickly discovered that this vision is important for an organization.

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A vision is permanent

In my opinion, a vision is not so much something you'll ever achieve. Rather, it is a framework for how you work now, tomorrow and also in a few years. You can also call it your core values. It's something you want to be. It inspires and provides direction. For today, for tomorrow and for the distant future. A strategy is an action plan, so that strategy will actually come true. If you have come this far, it is time to take the next step with your company, to recalibrate the strategy. The vision remains.

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Do fun things with nice people. always

Summiteers' vision is: doing fun things with nice people. That may sound corny, but it has a lot of depth for us and is therefore the perfect touchstone. So now and in the future, we want to be a company where you do fun things with nice people. Whether it's a new employee or a new customer, we're always wondering if it fits our vision. If we think: this doesn't match who we are, we're not going to do it. Even if it seems like the perfect employee or a potential assignment leads to a lot of turnover, we're not getting started.

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What if the vision becomes an empty phrase?

A vision can become an empty phrase. The company was once founded by a few people and they came up with a vision. Over the years, the founders left, there has been growth, new management, perhaps also shareholders, and the vision has changed. Then there is a chance that it has become that hollow sentence. That is a mortal shame. What I would do? Within the framework that the company offers, as a new MD or CEO, you can take the space to create your own vision. Because only when a vision is completely unique, when you really feel it, does it provide the direction, guidance and inspiration that will take you further. Then it's suddenly another powerful tool!

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Getting the right feeling together

Developing a vision when you're just starting a company yourself is one thing. Creating a vision for an existing company or business unit is another matter. How do you make sure that vision — again — suits you? When you start working as a new director, start listening. Take a round, talk to people and make sure you get a feel for what's going on in the organization. What was the company's vision when your predecessor was still around and how did they arrive at that vision? What did they want to be? Only when you have a good idea of this will you brainstorm with your team. Who and what do we want to be? Don't lose yourself in the details at first. It's not about whether the vision is well formulated to the decimal point. What matters is that the feeling is right. Using Dillema in the form of statements helps enormously. Look for sharpness. Then you'll know if it works, then you'll know if it's your right touchstone.

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Need help with strategy and execution?

We create movement, make something that is complex understandable again, something big, manageable, a (vague) idea concrete and make something difficult succeed. Can you use help with this? Take contact with us.

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