The Relationship between Vision, Strategic Imperatives, OKRs, and Roadmaps.

When Allen Neuharth, then CEO of Gannett Company, launched USA Today, the national newspaper, the newspaper establishment mocked him for envisioning that consumers needed “bite-size” news.

Mr. Neuharth saw a time-starved consumer base thirsty for news in manageable chunks. Only Mr. Neuharth envisioned a newspaper’s future, unseen by others. He architected a concept that supplemented the regional newspapers. He had a vision and the ability to make it real.

Above is an example of a vision that Mr. Neuharth had. In today’s business environment, leaders and managers use terms such as vision, strategy, and goals as if they are close cousins. This causes confusion for those with sensitive ears, resulting in an unneeded reinterpretation and redefinition.

VISION

• Vivid enough to capture our imagination and the imagination of others.
• Larger picture of where an organization is heading and what it aspires to accomplish in the future.
• Unbounded by the status quo.
• Broad enough to encompass all major aspects of the relationships (customers, partners, internal stakeholders, and communities).
• But clear enough to measure progress.