Market, technology, economics and politics are not static. Hence, Mission must not be static, but should be dynamically changing vis-à-vis major internal and external disruptive changes as well as planned strategic changes realized in the context of Corporate Vision realization. Corporate Vision must be formulated, reviewed, revised and executed via strategic projects and innovation initiatives as a ‘normal’ Management process.
Managing the corporate Vision must be aiming at securing Sustainability and hence long-term corporate health.
Corporate Vision must be formulated, reviewed and revised systematically during regular business (strategic) planning. It must be realized through core innovation processes and/or strategic projects. It should address actual, anticipated and/or desired/planned market, technology, economic and/or political disruptive changes.
Strategic projects must be formulated in the context of the Corporate Vision and aim at effecting strategic changes to the Corporate Mission or in securing Sustainability. They can be either ad hoc stand-alone projects or strategic execution of core business processes. They can be executed by mainstream corporate business unit personnel or by separate ‘strategic’ organisation units with either permanent or ‘contract’ personnel or even via subcontracting.
Strategic project definition must include specific deliverables and KPIs and a well defined execution and reporting structure.
Strategic projects must be managed in as strict a manner as business processes must be managed, with well-defined line management/ownership, defined deliverables and milestones, defined KPI targets and regular KPI measurement. Their progress must be systematically reviewed and their definition revised, whenever necessary, so that they remain ambitious but realizable.