Vision without action is a daydream. Action without vision is a nightmare.
— Japanese Proverb

Innovative Organizations are driven by increased productivity, but that increased output has to be applied strategically to the market for the growth to sustain.

That takes more than just a strategy. It requires a strategic organization.

A strategic organization is continually moving toward a vision, a future where it leads, dominates, or even disrupts its market. It drives the market, acting rather than reacting.

It sees strategy not as an exercise, but as a way of thinking and operating. Strategy is how it knows which products and services to offer, which to stop, and where and when to apply its resources.  Strategy is the “why” behind what it does.

A strategic organization constantly measures its progress, and that of the market, and adjusts its strategy accordingly. Its strategy is omnipresent, governing all tactics and decisions.

It sees strategy as deceptive, what no one expects and what no one else is doing. It strategically moves the market in its favor, and away from its competitors.

It does not mistake tactics for strategy. It knows tactics are vitally important, but that strategy is what wins the war; that strategy keeps it on track when tactics threaten derailment.

Creating a strategic organization begins with the organization’s values. Values drive development of a vision–a desired future state of the organization. This is more of a leap forward, which always inspires, than a step, which usually disappoints.

A strategy is then plotted to bring the vision into reality, in stages if needed. The strategy moves the organization toward the vision, while moving the market toward the organization.

Goals and measures are developed to evaluate the success of the strategy. Tactics are planned to execute the details.

A communication plan ensures those inside the organization fully comprehend the strategy, and those outside don’t.

And, the management process is adapted to keep executing, measuring, and adjusting the strategy as the vision comes into being.  Then it’s time for the next vision.

What about your strategy?