Here's how you can develop a strategic vision for your organization as an executive.

Strategic vision is not just a goal in itself; it is a means to an end. So the sagging question here is: to what end? Where are we now and where do we wanna be and by what time or period in time? Do we have the capacity? If not, how do we agglomerate such capabilities? What is the gap? How do we know position ourselves for core competencies and organizational process assets that place us in good stead for competitive advantages? That is the strategic edge and strategic visioning is just the beginning!

Strategy is simpler than most make it out to be. It is A to B, and an action plan for moving the company to B. That is it. But there is one mistake I see companies make again and again in strategy development ?? It is to underestimate the importance of evidence in decision making. Too often strategy ends up being decided based on too much gut feeling and too little evidence. So assessing where you are (A) makes great sense. But it is not enough. Before deciding on (B) then you need to gather evidence that helps you make that decision. It can be through analysis and/or through experimentation. I recommend a combination. Use some analysis to narrow down options to 3, and use experiments to land on a final strategic decision (B).

Before mapping out your grand plan, take a good look at where you're at right now. Check out what you're good at, the tools you have, how you're doing in the market, and your overall performance. Get everyone involved, from different teams, to get a complete picture. This reality check helps you figure out what's working and what needs fixing, making sure your future plans are solid and achievable.

Developing a strategic vision as an executive begins with a thorough assessment of your organization's current state. Analyze strengths, weaknesses, opportunities, and threats (SWOT) to understand its position. Engage with stakeholders to gain diverse perspectives and align on core values and purpose. Identify emerging trends and potential disruptions in your industry. Envision a future where your organization thrives by leveraging its unique strengths. Articulate this vision clearly and inspire your team to collaborate towards making it a reality, setting measurable goals for progress.

Developing a strategic vision as an executive involves a deep analysis of the internal and external environment (SWOT), defining clear objectives aligned with the company's mission, and identifying emerging trends and regulations. Leading high-performance teams is essential to engage the organization in executing the strategy. Effective communication in multiple languages facilitates the dissemination of the vision in global environments. Accumulated experience in areas such as Corporate Governance, Compliance, and ESG provides a solid foundation for making informed and innovative decisions, ensuring adaptation and prosperity in a competitive market.

Once you understand your current position, envision where you want your organization to be in the future by setting ambitious but achievable goals that reflect your company's values and purpose. Your envisioned future should inspire and challenge your team, providing clear direction for growth and innovation. Think about the impact you want to make in your industry and how you can differentiate your organization from competitors. Your strategic vision should act as a beacon, illuminating the path forward and motivating everyone to strive towards that shared future. This vision will guide your organization towards significant achievements and industry leadership.

It is important to choose more than one potential strategic direction at this point. It is easy to get caught in a confirmation bias loop, where all you see from this point forward is conformation of the vision you've crafted. Find strategic scenarios at this point. I recommend at least 3 different strategic scenarios. And use the rest of the process to qualify these strategic scenarios, through evidence from experiments. I can recommend the book 'Testing Business Ideas' as a handbook in crafting experiments. Most of these can be used for qualifying strategic scenarios.

After taking stock of your current situation, let's dream big! Imagine where you want your organization to be in the future. Think of it like designing the ultimate destination for your company's journey. This destination should get your team pumped and ready to take on challenges, pointing everyone in the right direction for growth and fresh ideas. It's about more than just bigger numbers or market share – it's about the impact you want to make on your industry and how you can stand out from the crowd. Your vision should be like a lighthouse, showing everyone where you're headed and inspiring them to get on board.

Primeiro, mantenha um diálogo constante com clientes, parceiros e funcionários para entender profundamente suas necessidades e expectativas. Em seguida, realize uma análise minuciosa das tendências de mercado, avan?os tecnológicos e mudan?as regulatórias para antecipar cenários futuros. Também é importante considerar o ecossistema maior em que sua organiza??o opera, identificando oportunidades e amea?as externas. Incorpore diversas perspectivas ao processo de planejamento, promovendo uma cultura de inova??o e adaptabilidade. Por fim, estabele?a metas claras e mensuráveis, garantindo que a vis?o estratégica seja comunicada e alinhada com todos os níveis da organiza??o.

While gathering broad-based insights is essential, there are potential challenges and limitations: Information Overload: The sheer volume of data from various sources can be overwhelming. Effective data management and analysis tools are necessary to extract meaningful insights. Conflicting Perspectives: Balancing differing viewpoints among stakeholders can be challenging. It requires careful consideration and prioritization to align interests and make strategic decisions. Rapid Changes: The fast pace of market and technological changes can make it difficult to keep strategies relevant. Continuous monitoring and agile adaptation are crucial to staying responsive.

Navigating from HERE to THERE involves deliberate planning. Your strategic plan is the outline of the path YOU plan to take to achieve the goal. One of the tools that is frequently used is to complete a Strengths, Weaknesses, Opportunities & Threats exercise otherwise known as a SWOT analysis. This will help you consider where your business has an advantage and use it to accelerate your results. Similarly, you may decide that it’s best to shore up your biggest threats. This stage often takes a lot of time to determine the risks and benefits of different approaches.

While setting SMART objectives is crucial, there are potential pitfalls: Ambiguity: Goals that are not specific can lead to misinterpretation and misaligned efforts. Overambition: Unrealistically high targets can demotivate teams and lead to burnout. Misalignment: Goals that do not align with the strategic vision can divert resources and efforts away from critical areas. Tracking Difficulties: Without clear measurable criteria, tracking progress and making necessary adjustments can be challenging. Communication Gaps: Ineffective communication of objectives can result in a lack of understanding and engagement among team members.

Don't just set objectives. Set strategic objectives. So what is the difference? Strategic objectives measure whether your organisation is moving from A to B. "In order to get new results, you have to do something new" So any strategy will require behavioural changes from all employees. Measure how well you are changing this behaviour. Or at least find measures that indicate that behaviour is being changed. It may require more work to find and measure the behaviours, but it also ensures a better focus, than just measuring topline growth. As an executive you have to stress the importance of this, since it often is carried out further down the organisation. But make sure you have just a few good measures to create focus.

Desenvolver uma vis?o estratégica como executivo requer definir objetivos SMART (Específicos, Mensuráveis, Alcan?áveis, Relevantes e Temporais). Identifique metas de longo prazo e desdobre-as em objetivos menores e acionáveis. Assegure-se de que sejam claros, realistas e alinhados com a miss?o da organiza??o. Estabele?a métricas de sucesso e prazos para promover a responsabilidade. Comunique esses objetivos regularmente para garantir que todos entendam suas responsabilidades e contribuam para o sucesso estratégico.

De início realize uma análise abrangente do ambiente interno e externo, identificando for?as, fraquezas, oportunidades e amea?as. Em seguida, envolva ativamente sua equipe, promovendo sess?es de brainstorming e reuni?es colaborativas para coletar diversas perspectivas. Defina claramente os objetivos a longo prazo e os valores fundamentais da organiza??o. Comunicar a vis?o de maneira clara e inspiradora faz toda a diferen?a, garantindo que todos os membros da equipe compreendam e se alinhem com ela. Por fim, estabele?a um plano de a??o detalhado, designando responsabilidades específicas e criando métricas para monitorar o progresso e fazer ajustes conforme necessário.

For a strategic vision to be effective, it must be embraced by the entire organization. Actively engaging employees in the vision-setting process fosters a sense of ownership and commitment. This can be achieved through vision workshops, regular feedback mechanisms, clear communication, leadership support, and continuous engagement. By incorporating diverse perspectives and ensuring that everyone feels invested in the vision, organizations can create a cohesive and motivated team that is aligned and dedicated to achieving strategic goals. This collaborative approach not only enriches the vision but also enhances the likelihood of its successful realization.

When developing a strategic vision…you should never do it alone, unless of course that vision is only meant for you…. It’s incredibly important to be mindful to include those that the strategy will be effecting down the road in the process.

Putting a strategic vision into action requires aligning your organization’s resources, processes, and culture with the established goals. This involves developing a detailed action plan, ensuring that each department understands its role, and implementing mechanisms to monitor progress and adapt as necessary. The process demands strong leadership, commitment, and resilience. By methodically working towards your vision and continuously engaging and supporting your team, you can transform strategic aspirations into tangible outcomes, driving your organization towards its envisioned future.

Consider these often overlooked factors for a comprehensive approach: Look beyond immediate goals and challenges to envision your organization's desired future state, focusing on lasting resilience and adaptability. Gather insights from various departments and stakeholders to ensure diverse perspectives are considered, fostering a more holistic strategy. Be informed about industry trends, emerging opportunities, and competitor strategies to position your vision within the evolving landscape. Clearly articulate your vision, connect it to employees' daily work, and inspire them to contribute to its achievement, cultivating a shared sense of purpose.