Decomposing a Vision
As a leader, a primary capability you need is a vision, whether one you inherited from higher up in the organization and modified to fit your context, or you developed yourself. I’ve discussed this topic in recent writings: “No Vision = No Leadership”, “Communicating Your Vision”, and “Mission vs. Vision — Role of the Leader”. In these writings I focused on the need for the leader to have a vision and communicate it.
But sometimes visions can be large and amorphous. In their pithy, clear version, it is hard to know what needs to happen. For example, a vision of “be the leading manufacturer of luxury e-vehicles” leaves a lot of details unanswered. Similarly “to be the leading provider of innovative manufacturing software solutions” is vague. How about “develop an automated coaching solution using AI”? Also vague.
How do you, as a leader, decompose the vision so that strategies and plans can be developed? What tools are available to help you?
Clarifying the Vision
First, though, you need to be crystal-clear in your understanding of the vision. Note, though, that some (many) details may be missing initially. This is fine as you’ll continue refining the vision as you make progress.
In the most typical case, you are part of a larger organization and your vision supports the larger organization’s…
