Vision

Any decision context, at any level of the organization, should create a description of the future they are trying to create. Leaders will often begin with a list of “things we need to figure out…”, and the vision begins to form as they resolve this list into a set of alternative scenarios. Vision is communicated within the context, and across contexts, to persuade, inspire, motivate, and solicit feedback. These individual visions can then refine into shared visions across the organization.

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Example Syntax:

“Two years from now, our customers will be able to… <describe the future you are trying to create>”. or “One year form now, for <specific persona> in <specific market>, in <specific geography>, <these pains> have lessened and <this problem> has been solved in these <specific jobs-to-be-done>.”

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For more:

• "Product Mission vs. Vision", Marty Cagan.
• "The Fifth Discipline", Peter Senge.

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