Operational Visions

This practice we've been doing for years (well, decades at this point) has been to write an operational vision for the coming year. I've learned a lot about the process and the value of doing these and as I'm in the the midst of it currently, I wanted to share a few learnings.

What is an operational vision?

An operational vision is more than just a plan—it’s a blueprint for the organization. Think of it as a snapshot of the future you’re striving to create, written in such a way that it becomes a guiding light for the team with planned outcomes and achievements.

At its core, it outlines the accomplishments and successes your organization aims to achieve in detail as if it's already happened. It doesn't focus on how these goals will be reached (that’s what strategy is for) but paints a clear picture of what success will look like once done.

The general structure is:

• Timeframe: For us, this is the end of next year, although I've also completed a 3-year and 10-year because Futuristic is one of my top 5 Strengths.
• Context: This sets the stage for the 3rd part by describing your assumptions, beliefs, and culture. This is the soil that you'll be planting seeds in.
• Outcomes: Objective and subjective milestones you will celebrate once the vision is realized. They need to be a mix of the two because life is a mix. These often will group into themes for us as you see common threads running through them.

Why Are Operational Visions Helpful?

Operational visions bring clarity and alignment to your organization. When everyone understands what success looks like and can see it laid out, it’s much easier to move forward together and recognize where and how you will contribute.

One of the most powerful benefits is the visibility it creates for your goals. Teams work better when they understand not just their roles but how those roles contribute to the larger mission. An operational vision makes these connections explicit, fostering a sense of purpose and collaboration.

Additionally, putting goals into writing is a proven motivator. Studies show that people who write down their goals are significantly more likely to achieve them. An operational vision takes this principle to the organizational level, creating a tangible commitment to the future. It’s a reminder of where you’re headed and a source of inspiration when the road gets tough.

Learnings

1. Write in the present tense. It seems obvious when you think it through, but it's easy to slip by if you're not intentional. Using the future tense makes goals aspirational and feel further out. Putting them in the present (yes, it's still some future time that you're writing for) makes them concrete and you can almost feel like you've done them. That small switch can help align the group towards the outcomes you're aiming for
2. Don't do them in a vacuum. Pull together the team and get their perspective and feedback. Just make sure the group isn't too big (more than about 6-7 can get noisy and less helpful) and loop them in on the drafting portion too.
3. Put measures in there! This seems "duh", but there have been times when we've fallen victim to this one. Not that everything has to have a number (you can always put a scorecard together for the numbers behind the vision), but you need some things where it makes sense. Yes, that's still a little fuzzy so try putting in more than you think you need and then lean on item #2 to help you figure out what can be subjective and needs to stay objective.

I hope that you'll take the time to build one out for your organization. It's worth the investment and I've come to value the intentional effort around the exercise and, even more importantly, the outcomes that we collectively align on that make a difference for Improvers.