Is your Vision Just a Slogan?
Most businesses have a vision statement. Almost none of them actually use it. And most likely... they shouldn't.
It’s easy to find big, bold, and inspiring vision statements on corporate websites. They often sound ambitious, promising a better world, future, or more innovation. But in most cases these visions are nothing more than decorative phrases.
Vision statements are not just something that’s good to have. A vision statement is meant to serve as a compass, navigating organizations in foggy oceans, influencing daily decisions and inspiring employees, partners, and customers. If it does none of these things, then it is not a vision. It is just a slogan.
Why Most Vision Statements Fail
A vision statement is supposed to define where a company wants to go in the long run, but most fail because they are either too generic, too focused on selling, or too safe to mean anything.
A generic vision might sound impressive, but if it could belong to any company, it serves no real purpose. It lacks identity and direction. Many companies also make the mistake of turning their vision statement into a marketing pitch rather than a guiding philosophy. Instead of defining a future state, they use their vision to promote their products, which makes it ineffective. Others play it too safe, avoiding boldness and specificity in an effort to appeal to everyone.
One of the most criticized vision statements in corporate history came from KFC. At one point, the company’s official vision was “to sell food in a fast, friendly environment that appeals to price-conscious, health-minded consumers.” This statement fails on multiple levels. It is not a vision but rather a basic description of what the company does. It lacks inspiration, failing to provide employees with a sense of purpose or direction. Worse, it contradicts itself, at best, trying to appeal to both price-conscious and health-conscious consumers.
Another example of a meaningless vision statement comes from a well-known company, which once declared its vision as “to develop and promote our food heritage across the world with love and respect for people and nature.” On the surface, although self-centered, it sounds thoughtful. But when you examine it closely, it is mostly an effort to combine words that look catchy. Food heritage…, love…, respect…, for people…and…nature!
It says nothing.
What a Vision Should Do
When a vision is designed correctly, it shapes not only company strategy but also individual behavior. This is true in business, education, and leadership. Simon Sinek once explained the difference between two teachers with vastly different visions. The first saw their job as simply helping students pass their math exams. The second saw their job as helping students learn math. Both were math teachers, but as you can guess their approach entirely different. The same applies to companies. When a company’s vision is limited to what it does, rather than what it offers, it limits its own potential. Worst, it limits also creativity, innovation and sooner or later, its options for the future!
A strong vision should serve three key functions. It should drive decision-making, ensuring that every major move aligns with the company’s long-term goals. It should create alignment within the organization, and should inspire action, giving reason to push forward, even during challenging times.
How to Test Whether a Vision Is Real or Just Decoration
There are three simple questions that can reveal whether a company’s vision is meaningful or just a collection of words. First, if your company’s name was removed from the vision statement, could it belong to any other company? If so, it is most likely too generic and needs to be rewritten. Second, does the vision actually influence how the company operates day by day? If not, then it is just an empty phrase. Third, would an employee feel inspired by the vision? If the answer is no, then the vision is failing to serve its purpose. Or you have hired the wrong people.
领英推荐
How to Create a Vision That Actually Works
A strong vision should not be just a sentence. Vision statements guide strategy and decision-making. In their book Built to Last, Jim Collins and Jerry Porras outline four essential components of a meaningful vision. The first is core values, which define the principles that guide a company’s actions. The second is core purpose, which explains why the company exists beyond making money. The third is a big, audacious goal. A bold, measurable, and inspiring one, that the company strives to achieve. The fourth is a vivid description of what success looks like, offering a clear picture of the future everyone in the company works toward.
Eventually the vision should be clear, bold, and actionable. It should avoid corporate jargon and say exactly what the company aims to achieve. It should lead to real strategies, shaping the way decisions are made and resources are allocated. A well-crafted vision should be tested with employees to ensure that it resonates with the people who are responsible for bringing it to life. If employees do not understand or believe in it, the vision will not work.
Final Thought: Is Your Vision an Asset or an Illusion?
A company’s vision is either a guiding force that shapes every major decision or just a corporate slogan that sounds good in presentations. The difference lies in whether it is actively driving execution. If a vision does not influence strategy, and daily decision-making and operation, then it does not matter.
The real question is simple: is your vision driving your company forward, or is it just sitting on a slide?
Sources & References
Collins, J. C. & Porras, J. I., 1994. Build to Last: Succesfull Habits of Visionary Companies. s.l.:HarperCollins e-books.
Collins, J. C. & Porras, J. I., 1996. Building your company's vision. Harvard Business Review, Issue Sptember - October, pp. 65-77.
Fontein, D., 2020. Value Statement: How to Write One for Your Company. [Online] Available at: https://unito.io/blog/what-is-a-value-statement-with-examples/ [Accessed 24 1 2022].
Kaplan, R. S. & Norton, D. P., 2008. The Execution Premium: Linking Strategy to Operations for Competitice Advantage. s.l.:Harvard Business School Publishing Corporation.
Quingley, J. V., 1994. Vision: How leaders develop it, share it, and sustain it. Business Horizons, Issue September - October, pp. 37-41.