Making a compelling statement about what an organisation hopes to become or achieve in the mid-term (i.e., five years from now) or long-term future is called “visioning” (10 or 20 years from now). A shared vision of the organization’s ideal future exists among its executives, employees, and members. All parties concerned must convey their goals in a straightforward manner in order to build a vision. When individuals participate in the development of a vision, it becomes “our vision”. A shared vision inspires hope and motivation. It provides a chance for radical change, as well as motivation and targets for individuals to work for, sparking original thought and passion. The vision establishes the framework for strategic
Strategic planning can benefit from the utilisation of a visioning exercise. When establishing a new organisation (the formalisation phase) or implementing a significant change, it is incredibly helpful (reinvention phase). Any successful organisational change requires vision. People are motivated and energised by it, and it helps them commit and give directions. When designing a transformation strategy for a single firm such as a process to increase the capacity of the value chain, this tool can be used in a strategic planning workshop or meeting.
A fantastic vision for change is:
- both sensible (intellectually sound) and uplifting (emotionally appealing);
- concise and clear. It is an easy description for people to comprehend. It can be communicated in 60 seconds and written in a half page, according to Kotter (2011);
- shared by an organization’s diverse personnel and members, as well as its clients and other stakeholders.
