Your organization’s vision, what does it really mean to you?


An Organisation’s vision is often times left unspoken at staff inductions, team meetings, senior leadership gatherings and/or board meetings, leaving us to question its purpose and significance. However, this string of words is in fact, an organisation’s commitment to it’s future and the direction in which it wishes to take.

As such, the question is, why is it neglected or rarely discussed, when it really is the ‘what’ in the organisation’s future?

Consider the benefit at staff induction if the pathway to the vision is openly discussed. From the outset staff would develop a clear understanding of how they may, or may not, fit into the future of an organization. From day one, staff at all levels (including the CEO) would be aware of the agreed organizational pathway and have an accountability towards its success.

For decision making, a well articulated vision should assist with the strategic and tactical (decision) process at all levels. Like a compass, an organisation’s vision, doesn’t necessarily point you to the end point, but instead helps you navigate towards your final destination.

An organisational vision should also act as a common between various business units within the organization, preventing potential misalignment. It is conducive to information sharing and collaboration if everyone understands the desired trajectory of the business, and thus being are able to visualise their future within it.

It goes without saying that a good vision should be reviewed regularly, to ensure it is valid to the market in which an organisation operates. When considering a change, a myriad of stakeholders should be invited to partake in the process, as this empowers all involved to get behind management and provides the greatest opportunity for your vision to be transformational. Furthermore, a good vision is dynamic and easily digestible, as it should be the first reference point when reviewing your organisation’s direction and growth.

I urge you to dust off the organizational vision and ask yourself the question; ‘what do I need to do to contribute positively to the future of this organisation?’

Today marks the day …

Today marks the day in 1995 when we officially recognised women’s rights, and gender equality within society. Today is a day that should be no different to any other day, where we recognise women’s Human Rights as being the heart of sustainable development.

Women around the world, and particularly across our region, the Asia Pacific, still face poverty, discrimination and violence every day. Despite some gains, women remain poorly represented in leadership roles. We must work together to achieve lasting change by investing in a brighter future for women and girls. Tackling the constraints to achieving gender equality is a 365 day per year commitment, not a one in 365 day pledge.


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