With so much uncertainty surrounding autonomous vehicles, 5G, robotics, global trade, and the oil markets, the company’s senior leaders needed a set of guiding objectives and strategies linking the company’s future to the present day. “Strategy 2030” could be easily understood by employees, customers, and competitors, and it would align with the company’s messaging about their hopes for the future. Tactical actions without a vision of the longer-term future would result in less control over how the whole media ecosystem evolved. That’s why you must be willing to accept more uncertainty as you continually recalibrate your organization’s vision for the future. The vision for an organization must also fit into the last category: systems-level disruption that could unfold in the farther future. If executive leaders do not have a strong sense of how their industry must evolve to meet the challenges of new technology, market forces, regulation, and the like, then someone else will be in a position to dictate the terms of your future. Let’s consider how a company that manufactures golf carts could use this approach when considering the future of transportation.
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