Harvard Business Review Article
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Harvard Business Review, april 8th 2000 and 22. Keeping sight of your company's long term vision By Ron Ash, Kenya's and Peter D. Moore one of the most visible and essential elements of your job as a leader, is to create an exciting, unified vision for the longer term future of your company or unit. We discussed this imperative in more detail in Ron's book, The Harvard Business Review Leader's Handbook and in earlier articles. This is difficult enough, but even once vision is in place, many leaders fail to execute on it over the many years that it may require. For example, a 2000 and 18 study by McKinsey found that only 16% of companies that were committed to a multi year process of digital transformation reported sustainable performance improvement based on many years of consulting work on large scale change at dozens of firms across many industries, We are convinced that what holds most leaders back is that they don't translate the vision into a structured plan that they keep in focus over time. Of course, leaders know how to set goals, create measurable kpi s use dashboards and hold people accountable in the short term. When change efforts require years, however, tracking often gets fuzzy, falling away in the face of rapidly changing business and economic conditions that force constant adaptation to produce day to day results.