there is no vision, the people perish. Proverbs
The vision should enable people to imagine
what the organization will be like in the future - not a strategy of how
to get there. It should emanate from the senior management committee or the chief
executive who should provide a vision which is realistic, achievable, demanding,
but above all, inspirational! The
vision enables the organization to make the right decisions on major issues. There should also be some
means of knowing when the vision has been achieved - when does it become
‘international’ or ‘the best’? The
vision should be unique to the organization, not a bland
general statement. A vision should be:
the organization aims to become or be like in the future
Anglican Church's vision of:
'a unified international Church with a strong centralized authority'.
the immediate grasp - If it can be achieved in one step then it's not
Countryside Alliance's vision of: 'the countryside to have a sustainable rural management, to
treat animals with respect, encourage heritage, and to manage the sensible
development of recreational facilities for all’, will not be achieved in one simple step.
enough to be understood immediately - Ethiopia’s: 'three
meals a day for every family’.
and attainable - The UK government’s vision of the 1980’s as: ‘the UK to be first
choice for inward investment into Europe’
(a reasonable goal, but
which if it stated ‘the world’ instead of just ‘Europe’, would be
words which really don’t mean much -
'The best', 'quality',
'excellent' can mean anything. Instead of 'the
best insurance company with a quality service',
its better to say
'a company with the most loyal employees and customer base in the industry'.
for all participants - An
international charity's vision: 'To