The first step in crafting a powerful vision is only the beginning. It can take years to translate a vision into reality, while the rapidly changing context distracts from the need for daily adaptation. The authors suggest that strategic planning should be Structuring around the vision, rather than letting it be an unimportant part of the process, as well as focusing experimentation on questions relevant to the long-term vision, and investing in training programs to help staff.
One of the most visible and essential elements of your job as a leader is to create an exciting, unified vision of the long-term future for your company or unit. In Ron's book The Harvard Business Review Leader's Handbook and earlier articles, we discuss this imperative in more detail. Even though this is difficult, many leaders fail to execute on it over the many years that it may require. A McKinsey study found that only 16% of companies that were committed to a multi-year process of digital transformation reported sustainable performance improvement.
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