Company Vision

Most commerce owners strive to have a clear vision as to where their commerce is going.

Many feel the vision defines the final neutral for what the company should be. While it’s important to be clear on where you’re going, so you can build plans to get there, you shouldn’t suppose your current vision is the final one for the business. As soon as you implement the first plan, the first step towards achieving the vision, your commerce environment and much of what’s in that environment changes. Your vision might well have to be modified to accommodate those changes. Therefore, the “Company Vision” needs to be seen as fluid and adaptable rather than chiseled in granite.

A start business, in its entrepreneurial mode, will often see itself as being all things to all people. No surprise there, because the hallmark of an entrepreneur is to do whatever is essential to accommodate the needs of the next potential customer and get the order. Unfortunately, most customers are not looking for a jack-of-all-trades. They’re looking to do commerce with a company that can demonstrate special knowledge or abilities in providing the products or services desired. You should recall the phrase, “jack-of-all-trades,” ends with, “and master of none.”

Others have a laser vision as to what they want the company to be. While that is superior than the “jack-of-all-trades,” whether you oppose ‘laser vision’ with ‘tunnel vision’, you are likely to miss good opportunities that are a part of the changing commerce landscape. Regardless of how you approach “The Vision Thing,” review it at least annually to make certain it’s still meaningful. That way, whether there need to be any midcourse corrections to any initiatives built around and supporting the vision, they can be made.

Whether you’re establishing a new vision or altering an existing one it is extremely important to publicize this widely within your company. Hang it on the wall, place it in the pay envelope, discuss in the company newsletter and challenge the organization to challenge the vision to make it more reflective of how they see the company’s future. You get the point. It needs to be a living, breathing call to action for your organization. You want to make certain that each mortal within your commerce can not only say what the vision is, but be healthy to demonstrate they comprehend it. After all, you have to remember that you don’t run your company. Your people run the company! If they don’t fully comprehend the vision and have it at the top of their mind, they won’t be in a position to look at their each day actions and decisions to determine whether they are the ideal way to support the vision.

Good luck with your “Vision.”

May all your actions be Silver Bullets.