Vision & strategy

Vision & strategy create value

Organizations with a shared vision and a clear strategy are known to perform better. Vision is about identity and ambition. It connects people to the organisation and forms a context for strategy. If vision is the emotional side, then strategy is the rational one. Strategy is about making choices in a complex and changing environment, assigning available scarce resources towards achieving results. A good vision provides an organisation with identity and ambition, a strategy provides choices and direction.

Although both vision and strategy are extremely important for successful organisations, neither are any use if they only exist on paper. A great vision is not only known by everyone in the organisation, it is also lived in daily behaviour and choices. If a strategy does not impact business models, resource allocation, decisions and behaviour on all organizational levels, it can never work.

Vision

A good vision provides an organisation with an identity. It defines what success looks like. It gives all stakeholders a reason to care about the organisation. It defines shared values as well as the raison d’être for the organisation. Last but not least, a good vision provides a common ambition – the longest-term goal for the organisation; something to aim for. In this sense the vision provides a starting point for strategy, which is about how to move towards this ambition.

Strategy

To define strategy, the strategic context needs to be explored. Options and questions need to be defined and answered. Ultimately choices need to be made about how resources will be allocated, and which opportunities will be pursued. As the world has become less predictable and more volatile, strategic thinking is not only the job of the senior leaders. Leaders and teams throughout organisations need to think strategically about reaching their goals.

Sense of purpose: more than shareholder value alone

An organization that can develop its purpose further than maximizing shareholder value, in the end creates more shareholder value. A sense of purpose pays off. However, the way to get there is far from easy: devising a sound strategy is a rational process. Knowing where your strategy needs to take you requires vision. It’s less about strictly rational concepts, it’s about identity, how people feel about the organization, and the values the organization represents. A future you want to build together.

What you can expect:

Involve

InContext guides the exploration, envisioning, conceptualization, the formulation and implementation of vision and strategy for small and large businesses or business units. It is obvious that particularly the vision of an organisation, but also the strategy, should be the result of a process to which all levels of the organization can contribute. For large organizations this is an especially complex task. A customised approach is designed for each organization, so that large groups may be involved in the process, without it leading to chaos, endless processes or indecision.

01

Define and formulate

Our facilitators and consultants come together to support groups to define and formulate vision and strategy. Each session is prepared minutely, facilitated with care and attention and well documented, so that the results can feed into the next steps of the process.

02

Deploy

InContext works with internal experts to create and deploy a communication plan to make sure vision and strategy are not only understood but embraced throughout the organisation. We like to find or develop creative, appealing tools, like games and simulations to not only involve people, but to immerse them in the envisioned organisation and help them explore how to be successful in living the new strategy and vision.

03

Vision and strategy come to life

InContext facilitates organizations to deploy vision and strategy throughout the whole organisation, and translate them into practical day-to-day actions, choices and behaviour. The main objective being that the day-to-day behavior and the manner in which people interact with each other and customers actually demonstrates and expresses the concepts that were decided upon. Only then does a vision or strategy truly come to life.

04

“Great vision and strategy are daily reference points throughout the organisation”

Thomas Benedict – Director and founder InContext

Boost your performance

Contact:
Jeroen van Berkom

Email:
jvberkom@incontext.nl

Phone:
+31 35 628 68 48