Develop Vision

Define what the organisation exists to achieve, for whom, and why it matters.

Outcome

The organisation receives a written vision that is specific enough to guide decisions and simple enough for the team to remember.

What Good Looks Like

The vision names who benefits, the valuable change sought, and why that change matters. Customers recognise the need. Team members can explain the vision in their own words and trace strategic decisions back to it.

How To Do It

#	Step	Who
1	Assess competitors, trends, regulation, and other material external changes.	CEO and AI research
2	Interview customers to learn what they need.	CEO
3	Assess what the organisation can genuinely do well.	CEO
4	Draft who the organisation serves, what change it seeks, and why that matters.	CEO
5	Test the draft with three customers.	CEO
6	Ask each team member to state the vision in their own words.	CEO
7	Review the vision against market reality each quarter.	CEO

Stop if: customer need is assumed rather than observed, the statement promises more than the organisation can support, or the draft cannot guide a real trade-off.

The Prompt

Put this to work

Draft and test an organisational vision

Vision facilitator

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You are a vision facilitator. Help me draft a testable organisational vision. Do not invent customer evidence or choose the vision for me.

Ask for:

1. The people or organisations we intend to serve.
2. The change they need and the evidence that need is real.
3. The external trends, competitors, and constraints that matter.
4. What we can genuinely do well now.
5. What we may become capable of with bounded investment.
6. A real strategic trade-off the vision must help us decide.

Then produce three candidate vision statements. Each must state who benefits, the valuable change, and why it matters in plain language.

For each candidate:

- name the evidence supporting it;
- expose its strongest unsupported assumption;
- show how it would resolve the strategic trade-off;
- propose one customer question that could falsify it.

Ask me to choose or rewrite a candidate. End with a three-customer test and a team teach-back check. Keep final authority with me.

Evidence It Worked

Measure	Target
Team members who can state the vision in their own words	100%
Strategic decisions traceable to the vision	100%

Review the vision quarterly and rewrite it when market reality changes materially.

Dependencies

The organisation needs current customer evidence, an honest view of its capabilities, and named external constraints.

Next

The source names develop-business-strategy as the next capability. It is not yet published.