Despite all the theoritical advances, many organizations primarily track data not to improve their ability to plan.
When we say that someone in a position of responsibility within an organization has vision, we often mean that this person has clear goals for what the organization can achieve, and can lead the organization toward meeting these goals. Those with vision recognize that their aim is not to predict what lies ahead, but rather to evaluate their priorities in light of what they see in front of them.
For leaders, who have chosen a profession that requires them to adapt to unpredictability, vision is precisely what their organizations expect of them now.
During the downturn this year, many organizations, either through their own actions or as a result of the actions of others, have lost many of the resources they expected would enable them to achieve their goals. It can seem difficult to project a vision for the future when you don’t know if your organization will have the means to survive for the present.
Adversity forces us all to take stock not only of where we work but also what we do and what our priorities need to be.
In an environment where many people feel forced to lower their expectation, now is the time to invest, rather than cut back on operations.
Chances are that, despite the economic slump, your primary investments continue to be in people. It’s likely that you seek different combinations of skills among the workforce you are leading