Strategy mapping offers an approach to defining vision and strategy that is well-suited to organizations undergoing—or anticipating—major change as the result of either internal or external forces (e.g. industry change, technological change, competitive change). This method builds business resilience by helping organizations dynamically chart the best course through uncertain and potentially dangerous waters (2 pages).
Vision has two components. The external vision defines the outcomes that the company wants to achieve. Sony’s vision in the 1950s was that “Fifty years from now, our brand name will be as well known as any on earth.” General Electric’s vision in the 1980s was “To become number one or number two in every market we serve.” The second component is an internal vision of change. GE said it would “revolutionize the company to have the speed and agility of small enterprise.” Sony said it would “create innovative products that become pervasive around the world.”
Vision needs to be linked to a clear understanding of the strengths and assets of the organization along with the opportunities in the marketplace. Often it means a dramatic shift in focus and direction. Occasionally it requires a full-scale revamping of the company’s business model. Typically, it takes months to develop a fully-understood and fully-realized vision.
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