- Creating a vision that will drive long-term value lets you get out in front of any changing dynamics.
- Breaking apart the “what” from the “how” lets you better focus on different audiences.
- A good vision will have easily measurable metrics for success.
- Knowing who your immediate client is and creating a special relationship with them to know their pain points will give your vision the validation it needs.
- Visions are not short-term projects; they are a series of projects, lasting many years, in some cases.
- Knowing how to weave your vision into the timeline of the company will reduce adoption friction.
- Given how long it takes to complete a vision, building in adaptability for changing technology is crucial.
- Creating and practicing your talking points, so you can easily communicate your vision in a very succinct and engaging manner, will make it easier for people of all levels to buy in to where you are taking them.
- Aligning a budget with your vision eliminates any economic surprises in the future and sets expectations properly.
- Setting a communication plan to keep all constituents updated will help head off any questioning of the validity of your vision when it seems like there is still a long way to go.
