Vision, Strategy & Plan

All successful businesses have a strong narrative, essentially a good story you’re comfortable associating with. Traditionally, it’s this ‘kerb appeal’ that will drive a transaction, but there’s no doubt this is changing and people want to know more about the organisations they’re dealing with.

A company now has many active stakeholders, from the shareholders who own it, the employees who work for it, but also includes customers, suppliers, and wider society.

Although simple aesthetics are as important as ever, there’s a second narrative, one which is much deeper and will determine success in the long run.

I like to think of it a bit like a tree, the part above ground is the bit people see and delivers the ‘kerb appeal’, but the success or failure of the tree is determined by the bit underground. This vast network of roots keeps it stable during a storm and drives growth during the good times.

The bit above ground is owned by marketing, but the bit below has far more depth and breadth, this defines who you are and what you’ll become.

So what is this second narrative?

It’s difficult to give it a single term, but it’s a golden thread that runs through Vision, Strategy, Plans, includes your culture, and identifies your risks. It drives engagement, defines success, and informs the World of your place within it.

The key aspect to it is consistency, the narrative doesn’t change whether you’re talking with shareholders, customers, or existing employees. It can be summarised in 3 minutes or expanded on for an hour; it can be delivered by the Board or used by the Sales team; it’s held within a single document or delivered unscripted. It’s the most important message that unites and inspires.

So many companies use the terms Vision, Strategy, and Plans; they become almost interchangeable and ultimately are viewed with a raised eyebrow or the attending of just another meeting.

So let’s break it down, your Vision is your destination, that point on the horizon you’re all moving towards. The strategies are the primary mechanisms to drive towards the Vision, normally 4-6 approaches that broadly don’t change over a 3-year period, such as expansion into a new geography, introduction of a new vertical, strategic M&A, or market leading domain expertise. Then we have the Plans, these are the 12-month items that are used to define success or failure of the strategies, the milestones that provide short term focus, normally quantified and quite tangible.

Individually the Vision, Strategy, and Plan are quite useful, but only when they combine do they become powerful. If you then add in your Values, Ethos, and expectations on wider contribution; then frame all that against the Risks you know the organisation faces… well then you have a very powerful tool.

Shareholders and employees know both where you’re going and how you’re going to get there, customers and suppliers are keen to associate with such a transparent organisation, and the community where you’re based trust that you’re doing the right thing.

Interested in learning more, then take a look at the VSP training provided by Plumtree Consultants.