From Vision to Execution

Many models are used to assist in understanding various leadership concepts. The one discussed in this essay is designed to illustrate the process of moving from a vision to a strategic execution. This class has given us the aptly named, “From Vision to Execution,” model. This model takes the shape of an inverted pyramid with six stages; Vision, Team Building, Environmental Scanning, Strategic Intent, Calibration, and Execution. This model, and the paragraphs below, are intended to show the necessary steps to take a broadly defined vision, evaluate and assemble the appropriate resources, review and design a plan of attack, and ultimately bring the vision to life. Encompassing each step is the overarching issue of constraints. Constraints can, and will, manifest themselves each step of the way. As seen in our slides, constraints can be regulation and laws, shareholders, the Board of Directors, social pressures and sanctions, legitimacy, or possibly even the vision itself. It is critical that leaders know where they want to go, and have a roadmap for getting there. This model is that roadmap. While it is not all-inclusive of the many talents leaders must possess, it does reflect many of the talents the great ones had. To further illustrate the model I will incorporate many examples of distinguished leaders from videos and class (Jobs, Kelleher, Welch), rely on several articles (Isaacson, PWC, Schwarber, Quiznos), and reiterate some information from our slides.

The uppermost block of the pyramid is vision. Vision, as intended for this model, refers to the broad direction someone wants to take a company. Vision does not tell us exactly where we want to go, nor does it tell us how to get there. In its simplest form, it merely tells us...

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...eve Jobs was focused on every detail, for every product. Nothing about the product was overlooked. Every user interface, the feel of the item, the packaging; everything was carefully scrutinized to ensure it fulfilled its intent and contributed to the overall vision. While many examples exist, as a final example, I would like to offer the case discussed in Schwarber 2005. In this case, the sales director proposed her strategic intent to her team. She had planned a holiday product offering, every detail of it. She planed the products, packaging, coupons, and even the distribution and redemption of the coupons. When she presented idea, it failed. The reason it failed is because she did not follow the steps as outlined in the first three blocks. She had the vision, conducted some environmental scanning, developed a strategy, but failed to consult the team effectively.