ON THE VISION, GOALS, AND PLANNING
Everything starts with a vision.
All visions must serve and benefit others.
The vision is the life of the enterprise.
Visions need planning to be achieved.
The factors of planning are the vision, director, climate, terrain, and the method.
A good plan considers strengths, weaknesses, opportunities, and threats.
A good plan translates the vision into smaller goals.
All operations advance the vision and the plan.
Everything starts with a vision.
In order to start work on anything, we must first know what that “anything” is. All enterprises start with a vision. Without a target, there is no aim. All enterprises must begin with a strong desire to achieve a particular vision.
All visions must serve and benefit others.
A vision is something that seeks to be achieved. However, visions are not achieved in a vacuum. All visions must consider the surrounding reality and seek to improve it in some way. Since people will be needed in order to make the vision true, the vision must seek to benefit other people, animals, nature, or the universe at large.
Therefore all visions must ultimately benefit others. A self-serving enterprise cannot and will not last. A self-serving vision leads to a self-serving enterprise. If an enterprise serves only the leader or employs the efforts of all people only to serve a few, then the enterprise will collapse onto itself. All visions must benefit humanity because then the enterprise will gain the good graces of the surrounding humanity and then be helped by it.
A good vision is one that helps others. A bad vision is one that does not help others. A good vision is necessary to sustain an enterprise. A bad vision will lead to a failed enterprise.
The vision is the life of the enterprise.
The vision is what gives the enterprise its reason to exist. Without a vision, any enterprise is ultimately lost. Even an enterprise that is flush with resources, high on ambition, and governed by superb intelligence will be lost without a guiding vision.
The vision gives the enterprise its direction. From the vision, the enterprise can evaluate its activities. Beneficial activities are what bring the enterprise closer to its vision. Wasted activities are those that do not bring an enterprise closer to its vision. The leader of every enterprise must be sincerely committed to achieving the vision.
Visions need planning to be achieved.
Visions do not happen spontaneously. They need decisive planning. What should be considered when planning? This is answered next.
The factors of planning are vision, business climate, business terrain, the director, and the method.
These are collectively called “the factors”. The vision gives birth to everything. The business climate considers such factors as physical environment, political factors, social dispositions, culture, and economics. The business terrain refers to the legalities of starting a business as well as the actual location of the business operations. The director considers the qualities that the director of an enterprise must cultivate in himself.
The method manages capital, information, systems, and the team.
The method considers managing physical resources, personnel, getting information, and operations. This is better known as management. The leader must use a method to manage the capital resources, manage personnel and employees, manage the usage, spreading, and obtaining of information, and conduct logistic operations.
A plan must take into account strengths, weaknesses, opportunities, and threats.
A plan must take into account everything, both the negative and positive, the internal and the external. A plan simply does not assume that everything will go perfectly. Rather, a plan considers that many, many things will go wrong and prepares for such events.
A plan considers the opportunities that are present in a situation as well as external threats. It considers the strengths of its leader, employees, and beneficiaries. It also considers their weaknesses.
A good plan translates the vision to smaller goals.
The vision must be broken into smaller actionable, measurable goals. If needed, these goals must be broken down into even smaller steps. A good plan considers all possible setbacks and understands how to make progress towards the vision in both favorable and unfavorable circumstances.
All operations must advance the plan and the vision.
All operations must go after relevant goals. No goal must be irrelevant to the vision. The director must always be looking for ways to advance his position in any way he can.
Key points:
1. Have a vision that benefits others.
2. Break that vision into smaller steps.
3. A plan considers the vision, leader, terrain, climate, and method.
4. It considers the negatives, positives, internals, and externals of each of the items listed.
This is the overview of the method.
All visions must serve and benefit others.
The vision is the life of the enterprise.
Visions need planning to be achieved.
The factors of planning are the vision, director, climate, terrain, and the method.
A good plan considers strengths, weaknesses, opportunities, and threats.
A good plan translates the vision into smaller goals.
All operations advance the vision and the plan.
Everything starts with a vision.
In order to start work on anything, we must first know what that “anything” is. All enterprises start with a vision. Without a target, there is no aim. All enterprises must begin with a strong desire to achieve a particular vision.
All visions must serve and benefit others.
A vision is something that seeks to be achieved. However, visions are not achieved in a vacuum. All visions must consider the surrounding reality and seek to improve it in some way. Since people will be needed in order to make the vision true, the vision must seek to benefit other people, animals, nature, or the universe at large.
Therefore all visions must ultimately benefit others. A self-serving enterprise cannot and will not last. A self-serving vision leads to a self-serving enterprise. If an enterprise serves only the leader or employs the efforts of all people only to serve a few, then the enterprise will collapse onto itself. All visions must benefit humanity because then the enterprise will gain the good graces of the surrounding humanity and then be helped by it.
A good vision is one that helps others. A bad vision is one that does not help others. A good vision is necessary to sustain an enterprise. A bad vision will lead to a failed enterprise.
The vision is the life of the enterprise.
The vision is what gives the enterprise its reason to exist. Without a vision, any enterprise is ultimately lost. Even an enterprise that is flush with resources, high on ambition, and governed by superb intelligence will be lost without a guiding vision.
The vision gives the enterprise its direction. From the vision, the enterprise can evaluate its activities. Beneficial activities are what bring the enterprise closer to its vision. Wasted activities are those that do not bring an enterprise closer to its vision. The leader of every enterprise must be sincerely committed to achieving the vision.
Visions need planning to be achieved.
Visions do not happen spontaneously. They need decisive planning. What should be considered when planning? This is answered next.
The factors of planning are vision, business climate, business terrain, the director, and the method.
These are collectively called “the factors”. The vision gives birth to everything. The business climate considers such factors as physical environment, political factors, social dispositions, culture, and economics. The business terrain refers to the legalities of starting a business as well as the actual location of the business operations. The director considers the qualities that the director of an enterprise must cultivate in himself.
The method manages capital, information, systems, and the team.
The method considers managing physical resources, personnel, getting information, and operations. This is better known as management. The leader must use a method to manage the capital resources, manage personnel and employees, manage the usage, spreading, and obtaining of information, and conduct logistic operations.
A plan must take into account strengths, weaknesses, opportunities, and threats.
A plan must take into account everything, both the negative and positive, the internal and the external. A plan simply does not assume that everything will go perfectly. Rather, a plan considers that many, many things will go wrong and prepares for such events.
A plan considers the opportunities that are present in a situation as well as external threats. It considers the strengths of its leader, employees, and beneficiaries. It also considers their weaknesses.
A good plan translates the vision to smaller goals.
The vision must be broken into smaller actionable, measurable goals. If needed, these goals must be broken down into even smaller steps. A good plan considers all possible setbacks and understands how to make progress towards the vision in both favorable and unfavorable circumstances.
All operations must advance the plan and the vision.
All operations must go after relevant goals. No goal must be irrelevant to the vision. The director must always be looking for ways to advance his position in any way he can.
Key points:
1. Have a vision that benefits others.
2. Break that vision into smaller steps.
3. A plan considers the vision, leader, terrain, climate, and method.
4. It considers the negatives, positives, internals, and externals of each of the items listed.
This is the overview of the method.