Vision - Creating Clarity

There is no doubt that change is before us as we start defining the new normal and finding our way past the pandemic. The future will undoubtedly be different from what we experienced in the past. There will be little room for those organizations or leaders that hold on to the past. Preparing for that future requires a  vision and planning.

 In preparing for today's discussion on Vision, I relistened to a January 2021 Brene Brown podcast with Simon Sinek this past week:  Brené with Simon Sinek on Developing an Infinite Mindset | Brené Brown (brenebrown.com) 

In the podcast, Simon Sinek clarifies that purpose is the same as your why; it is where we come from and defines who we are. A Mission statement describes what business you are in and outlines the Strategy to achieve the Vision.  It should not be more than a couple of sentences in length.  Whereas Vision is what you imagine you want to grow to, it is forward-looking. This simple explanation resonated as it simplified looking at Vision and the importance of clearly outlining where you want to be.  

A good vision statement's define the company's reason for being and state where it is heading. It should be a more significant and strategic target without over-ambition that no one can buy into it. A good vision statement communicates the companies goals and is reflective of the company's culture and core values. It should motivate and inspire. It should not be a statement on a wall that no one understands or pays attention to.  

Instead, a vision statement is a foundational business document. A vision statement helps to differentiate your company from others. It plays a clarifying role in setting the corporate agenda and governing decisions. 

So be it to IT Vision Statements. In broadest terms, an "IT vision" is a strategic approach to managing information technology departments and functions aligned to business functions and environments. That's the general view, but as usual, the challenge is in the details. 

IT management and services are typically carried out and delivered by an internal IT functional organization. Even if IT functions are outsourced, internal leadership is charged with decisions and retains accountability.  The IT organization is tasked with a dual purpose. On one side, IT departments are expected to directly support and serve business interests (such as maximizing IT investment to fulfill business goals and objectives). While at the same time, IT is also expected to satisfy and respond to the day-to-day needs of the end-users as they perform assigned responsibilities. This makes the end-users the front-line "consumers" of  IT services. 

One would assume that business and end-user interests are the same – but they're not. Unfortunately, business interests and end-user demands often conflict. Business interests are at a strategic level reflective of standards and policies typically focused on delivering capabilities cost-effectively with quality. Whereas end-user needs are day-to-day tactical activities concentrated on getting work done as fast and efficient as possible, Sometimes one gets in the way of the other, creating a perception that IT is a roadblock rather than a partner.

A  strategic vision is one of the most valuable and effective ways to deal with this conflict, serving to ensure that business interests and front-line service needs are correctly aligned to the fullest extent possible.

How does it work? A good IT Vision statement and supporting Strategy are all-encompassing, covering every key IT service element. Collectively, it should address how IT is organized, who is accountable, the specific services provided, expected service levels, how decisions are made (governance), and how IT interacts with the end-user community.

 Where do you begin? There is no template to writing a vision statement; however, a standard structure for successful ones includes these traits:

1. Inclusive: Don't attempt creating your IT Vision in a vacuum. Pull your team and key members of your extended team along with key stakeholders into the strategic planning workshop to collectively define your Vision. Explore the Vision beyond the words, imagine out loud what it will look like, feel like, and be like. How will you articulate it to the IT team, to the key stakeholders, to your boss? (There is a reason this is #1. )
2. Inspiring: Create a vision that will rally the team and be desirable as a goal for all those involved in the organization. Trust that it is more important to assure the message resonates than perfect use of language
3. Concise:  It should be simple, easy to read, and cut to the essentials without fluff so that it can be set to memory and repeated accurately.
4. Clarity: A good rule of thumb for clarity is to focus on one primary goal rather than fill the document with a scattering of ideas. One clear objective is also easier to focus on and achieve.
5. Time Horizon: Set a  fixed point in the future when you achieve the Vision but evaluate your statement annually and refresh as needed.  (I  recommend no more than a three-year horizon.)
6. Future-Oriented: Again, the vision statement is not what the company is presently engaged in but rather a future objective where the company plans to be.
7. Challenging:  Your target vision shouldn't be too easy to achieve, but also it shouldn't be so unrealistic as to be discarded.
8. Abstract: The vision statement should be general enough to capture the IT organization's interests and strategic direction.

As we close, my question to you is pretty blunt and straightforward. Will you be the leader that watches the world move beyond your comfort zone, or will you be the leader architecting the future?

Now might be a good time to review the IT Strategy Framework if you did not get a chance last week: IT Strategy Workshop Overview 

For an expanded explanation of Vision statements, I point you to a 2018 CIO  article written by a dear friend Bart Perkins: IT mission, vision and values statements: Foundations for success | CIO

 I am here for you if you have questions or need a little guidance. 

 Have a great week, Mary

Wednesday Wisdom is sponsored by ITeffectivity.com – At ITeffectivity, we support CIOs and their leadership team in bridging the gap between technology and business to enhance their strategic leadership, drive innovation, and alleviate the daily pressures.