Developing a vision
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Ensure that the people who meet to develop a new vision are provided with an inspiring and unusual working environment. This will encourage openness, inspiration, an exchange of innovative ideas.
Although an appealing vision might provide direction, it does not automatically provide the initial and subsequent steps to get there. Each vision must have concrete steps assigned to it. Make
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sure you appoint a ‘chief in charge’ as well.
When many different people work on a vision at different times, it is important to devote a lot of attention to the coherence of the ultimate vision.
A lot of positive energy is generated when many different people work on a vision. An ICT expert, roof innovator, an econometrist, a
sociologist, someone in healthcare. They provide as many useful angles.
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Maintenance and management are as important a part of the vision as its development and construction and should therefore receive attention during the development process itself.
Establish a clear language and stick to it. Appealing perspectives, vision, transitions, long-term agendas, transition agendas: limit the number of phrases and apply them consistently.
Working on a vision attracts a certain type of person. This soon leads to a group of people who are on the same wavelength with one another, but are often misunderstood by the outside world. Ensure a balance between thinkers and doers, dreamers and go-getters. <
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