Developing a strong vision is often considered a prerequisite for good leadership, but it's only the first step. How can leaders translate their vision into reality when rapidly changing circumstances interfere with the need to adapt on a daily basis? That process can take years. The author, an advisor to large companies undergoing major transformation, suggests his three-pronged approach: 1) Build your strategic planning process around your vision instead of putting it on the back burner. 2) Focus your experiments on issues related to your long-term vision. 3) Invest in training programs to help your staff develop the skills and mindset needed to execute your vision.
One of the most visible and important elements of your job as a leader is creating an inspiring, unifying vision for your company or department's long-term future. (This command is explained in detail in Ron's book) Harvard Business Review Leader's Handbook This is difficult enough, but once a vision is set, many leaders fail to execute on it over the years it requires. For example, his 2018 study by McKinsey found that only 16% of companies that engaged in a multi-year digital transformation process reported sustainable performance improvements.
