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Articulating a vision
A key part of developing strategy and setting
strategic direction is articulating a vision for the desired state
of the future. A vision is a concise summary statement describing
the world as it would ideally exist if current issues could be fully
addressed.
By this stage in the project the aspirations
driving the vision may already be widely acknowledged. Whether or
not any further work is necessary, the articulation of a vision and
the subsequent definition of aims and objectives will draw on a
number of key inputs:
- An Understanding of the Problem
A fundamental prerequisite is an accurate and informed
understanding of the problems or issues at hand. The research and
analysis phase will have helped to differentiate between root
causes and symptoms of problems and enabled some prioritisation of
the issues. In this way it will also have highlighted the factors
within the wider system that
can be most effectively influenced for maximum impact on the
problem.
- Consideration of the Evidence
Strategic thinking should be informed by the widest possible
evidence base. This should include an understanding of drivers and
trends, an exploration of potential alternative futures, an
appreciation of the relevant cultural and political context, and a
recognition of any constraints or barriers to potential alternative
delivery options.
- Stakeholder Perspectives
Although the views, concerns, and perspectives of key
stakeholders inform the development of strategy at every stage,
there is no greater focal point for their lobbying than the process
of setting strategic direction.
It is at this stage that officials are encouraged to be radical
in their proposals. The process of articulating a vision and setting
objectives provides the opportunity to explore ministers' appetite
for ambitious change.
Potentially risky or extreme solutions should not be screened out
too early in the process but instead used to challenge and test
their thinking.
Useful links:
> systems thinking
> change management
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