The Power of Vision-Making [Part 2]— How to Create a Vision that Shapes the Future of Your Organization and Team

1-1. The Correlation between Vision, Mission, and Values

A vision is inseparably linked to a mission and values. Together, these three elements are commonly referred to as MVP.

First, a mission defines the “reason for existence” of an organization or individual. It answers the fundamental questions: “Why do we exist?” and “What is the purpose of our activities?” In terms of a timeline, the mission is positioned in the “present” and serves as the foundation for vision and values.

Values represent the “principles and guiding beliefs” that are important to the organization. They exist universally, not limited to any specific point in time, and serve as criteria for daily actions and decision-making. Values are indispensable behavioral guidelines that embody the mission and help realize the vision.

The correlation between mission, vision, and values can be summarized in the table below:

In other words, the mission defines the reason for existence, the vision depicts the ideal future, and the values support actions toward realizing that vision. Together, these three elements provide an organization or individual with a consistent and coherent axis of identity.

1-2. Components that Make Up a Vision

When considering the ideal future we aim to achieve, there are three foundational ingredients to prepare first. These are the principles, policies, and initiatives, as illustrated in the table below.

・Principles (Why)

The principles form the core of a vision, representing the values and purpose that answer the question, “Why are we aiming for this future?” They provide the motivation for the vision and serve as the “axis” guiding the organization’s direction. In an organization, principles are like the “heart,” forming the basis for all activities.

・Policies (What)

Once the “Why” is clarified through the principles, policies indicate the direction for implementing the principles: “How will we approach achieving this purpose?” They translate the vision into actionable guidance, serving as criteria for prioritizing initiatives and making decisions. Policies act as a “map” that turns abstract ideals into a realistic direction.

・Initiatives (How)

Initiatives further concretize the policies (What), specifying “What actions will be taken?” They provide actionable guidance that organizational or team members can practice in daily activities, translating the vision from “words” into “action.”

By combining these three elements, a vision evolves from a mere slogan into a “realizable image of the future.”

The three elements—Principles (Why), Policies (What), and Initiatives (How)—also align closely with Simon Sinek’s Golden Circle. For those seeking a deeper understanding, this reference may be helpful.

Reference: “What is the Golden Circle Theory? The Importance of Starting with Why and Its Application to Branding”: unprinted.design

1-3. The Difference Between Vision and Corporate Philosophy

When discussing vision, people often ask, “How is it different from a corporate philosophy?” In fact, it is common to see vision confused with corporate philosophy or company philosophy. A corporate philosophy mainly refers to the purpose of business activities and reflects the founder’s values, beliefs, and philosophy embedded in the company. The term “company philosophy” is sometimes treated as synonymous with corporate philosophy, but there are subtle differences. While corporate philosophy may change over time or due to external factors, company philosophy is more constant. It is established based on the founder’s ideas and intentions, and can be seen as the organization’s DNA.

It is important to understand that a corporate philosophy indicates the purpose of the company’s activities, whereas a vision represents the company’s desired “state of being” in the future.

After introducing the essential ingredients and basic knowledge needed for vision-making, we will now explain how to create a vision map. By creating a vision map, you can concretize the outcome image that follows from principles, policies, and initiatives.

2-1. What is a Vision Map?

A vision map is a framework for “visualizing” the future image that an organization or team envisions.

It refers to the process of turning highly abstract concepts, such as principles (Why), into policies, initiatives, and outcome images in a structured sequence. This process makes the vision more tangible and functions as a “bridge” to translate abstract principles into concrete actions and plans.

By writing this flow on paper or a whiteboard and sharing it with everyone, the image in people’s minds becomes more concrete.

It is also recommended to depict the envisioned future as a single illustration, like a landscape painting. Illustrations can convey complex and abundant information simply and at a glance, making them highly effective.

Within this single illustration of the vision map, you can continuously add newly generated ideas. Viewing the updated vision map together encourages deeper dialogue among members, sparks ideas for future activities, and the resulting illustration can also be very useful for external communication.

That said, for those who are not confident in drawing, we recommend referring to the six steps introduced in the next section to verbalize the vision.

2-2. Benefits and Practical Points of Using a Vision Map

The four main benefits of using a vision map are as follows:

① Sharing abstract visions in everyone’s mind

→ By visualizing the future image that previously existed only in the minds of leaders or management through diagrams or illustrations, all members can share the same image.

② Connecting actions with principles

→ Daily work and projects are visualized in terms of how they contribute to the realization of broader principles, clarifying the significance of everyday tasks from a long-term perspective.

③ Serving as a foundation for discussions and feedback

→ By writing the vision map on paper or a whiteboard, it encourages questions and dialogue such as “Are the policies appropriate?” or “Are current initiatives sufficiently concrete?”

④ Checking progress and consistency of plans

→ It helps confirm whether initiatives align with principles and policies, and serves as a tool for reconsidering and adjusting the overall balance of the organization.

There are three key points to keep in mind to effectively implement a vision map and enjoy the above benefits:

・Do not treat visualization as the goal itself; use it as a starting point for dialogue

→ Rather than creating it once and finishing, regularly reviewing and updating it is important to maintain a “living map.”

・The process of creation should involve everyone

→ Instead of top-down creation, involving members in contributing their opinions increases buy-in and a sense of ownership.

・Consider short-, medium-, and long-term timelines

→ Organizing initiatives that can be acted on in the short term and outcome images aimed for in the mid- to long-term enhances practical effectiveness.

Many leaders and executives struggle with how to *actually create* a vision, even though they understand the importance of having one.

To create a *living vision* — one that serves not as a slogan or a string of idealistic words, but as a genuine *guiding principle for action* — a structured and gradual process is essential. Below, we introduce a practical approach based on six key steps.

Step ①: Exploring “Your True Identity”

The process begins by exploring “who we are.” Identifying the core values that your organization or team truly cherishes forms the foundation of an authentic vision.

For instance, words like “customer first,” “challenge,” or “community contribution” may come up. However, the key is not to simply list such words, but to ask *why* they matter deeply to your organization.

・Who exactly are your customers?
・What specific value are they willing to pay for?
・Within your company’s history and culture, what values must never be lost?

Through these questions, you can articulate your organization’s values and establish a shared “axis” that everyone on the team can align around.

Step ②: Envisioning the Future Society

Next, shift your focus toward the future. What will society look like 10 or 20 years from now? Advances in technology, demographic shifts, and worsening environmental issues — by anticipating these trends, you can begin to imagine the future landscape.

When thinking about the future, it’s important to describe both the *changes in the external environment* and *the kind of future you want to create*. Based on realistic scenarios, define what kind of presence you want your organization to have within that future. This will ultimately lead to your vision statement.

Step ③: Defining Your Role in the Future

As society evolves, what role can your organization play?

For example, in a world facing severe environmental challenges, you may become “a driving force for sustainability.” In a society struggling with population decline, you might take on the role of “revitalizing local communities.”

Defining your role from the dual perspectives of “solving societal challenges” and “creating new value” is a critical step in shaping the essence of your vision.

Step ④: Visualizing the Future Landscape

Words alone often make future images too abstract. This is where visualization becomes powerful. Use illustrations or storyboards to depict the concrete image of your organization and society in the future.

For instance, sketching “how we’ll engage with customers ten years from now” or “how our services will fit into future communities” helps spread empathy and understanding. A visually shared image of the future can stay in people’s minds and foster a strong collective sense of purpose.

Step ⑤: Discussing Who We Will Be in the Future

A vision is not something that can be created by one person alone. For organizations, what truly matters is *co-creation* — shaping the vision *together*.

Through workshops and team discussions, talk about questions such as: “If this envisioned future were to come true, what kind of organization would we have become?” By bringing together diverse perspectives and experiences from all members, the vision becomes more tangible, more realistic — and, most importantly, personally meaningful to everyone involved.

Step ⑥: Updating the Vision

Finally, it’s important to remember that *a vision should never be fixed*. Society and the economy are in constant flux, and with those changes, our role and position must also evolve.

That’s why a vision must be reviewed and updated regularly. Annual reflection sessions or mid-term strategic planning periods provide good opportunities to compare the current state with the envisioned future, make necessary revisions, and renew your direction. Such a *flexible and adaptive approach* transforms the vision from a framed statement into a living, breathing guide for the organization.

Vision-making is not just a management task — it is an act of *building organizational culture*. Beginning with self-discovery, imagining the future, defining roles, co-creating, and continuously renewing the vision — it’s through this process that words gain true power and meaning.

A truly resonant vision — one that members deeply empathize with — becomes not only the organization’s guiding light, but also the *compass* that steers everyday decision-making.

A vision alone has no value unless it is embedded into daily management and business operations.

A vision is not just a slogan or a statement to be displayed. It only gains meaning when it permeates actual management practices and everyday decision-making as a living, guiding principle. In today’s highly competitive society, making a vision *alive* is key to sustainable growth and differentiation. Below, we explore practical ways to leverage a vision and the organizational mindset required.

① Integrate into Daily Operations

・Link to KPIs

→ It is important to translate the vision into measurable targets. For example, if the vision is “Become a company loved by the local community,” KPIs could include “○% repeat rate of local customers” or “○ sponsorships of local events.” By quantifying the vision, employees can clearly understand what actions bring the organization closer to its vision.

・Apply to Project Goals

→ While the vision represents a long-term goal, it should be broken down into smaller milestones that are reflected in project objectives. For instance, a company aiming to “contribute to a sustainable society” could set short-term goals in product development projects, such as “Increase the use of environmentally friendly materials to ○%.”

② Share Externally

・Consistency in Communication

→ When communicating the vision externally, pairing words with real examples and stories increases credibility. Include actual initiatives and employee voices on your website, and provide context behind the vision in recruitment materials to foster empathy and understanding.

・Integration with the Brand

→ The vision is the core of the corporate brand. Ensure it is reflected across all touchpoints — not just logos or slogans, but also PR activities, advertising, and customer interactions — to deliver a consistent image externally.

③ Leverage in Talent Development

・Design of Educational Programs

→ Incorporating the vision into employee training programs communicates not just skills but also the *purpose* behind the work. For example, a company with the vision “Transform society through innovation” could include workshops on “creating a culture that embraces challenges without fear of failure” in new employee training.

・Boost Motivation

→ Employees perform best when working toward meaningful goals rather than merely earning a paycheck. Reinforcing the purpose of work through the vision naturally enhances motivation and proactive engagement in daily tasks.

④ Focus on Social Impact

・Balancing Profit and Social Value

→ In a competitive society, pursuing profit alone may yield short-term results but risks long-term trust. By emphasizing the positive impact of the company’s activities on society, support from customers, partners, and the community is strengthened, enhancing the sustainability of the business.

・Diversify Evaluation Criteria

→ Social impact indicators such as “reducing environmental footprint,” “creating jobs,” or “revitalizing local communities” can be incorporated into internal evaluation systems, naturally aligning employees’ actions with social value creation.

As society transitions from “competition” to “co-creation,” leveraging a vision requires moving from *declaring* it to *implementing* it. By embedding it into daily operations and talent development, communicating it externally, and maintaining awareness of its social significance, a vision continues to function as an organizational compass. Ultimately, by clearly showing both internally and externally “what the company seeks to achieve,” employee cohesion and societal trust are achieved simultaneously.

Here is a practical checklist to ensure that the vision you have created does not remain “just words.” Take a moment to review the vision your organization seeks to promote.

✔︎ Is it specific?

— Can you explain in 1–2 sentences “to whom,” “what,” and “how” the envisioned future will reach?

✔︎ Does it include measurable elements?

— Qualitative measures are acceptable, but trackable outcomes (impact indicators) should be defined.

✔︎ Is it clearly translated into action?

— Make vision-related items mandatory in key processes such as meetings, recruitment, and evaluations.

✔︎ Is it told as a story?

— Beyond numbers, ensure the vision can be conveyed through concrete customer or employee stories.

✔︎ Is it regularly reviewed?

— Review the alignment between the vision and the workplace at least once a year to ensure it doesn’t remain purely verbal.

Additionally, it is helpful to reflect on whether your organization falls into common pitfalls or should be aware of potential risks.

Common Pitfalls and Cautions

・Too abstract to guide action: A beautiful vision is meaningless if people don’t know what to do.

・Promises disconnected from reality: Unachievable promises undermine trust. Present a realistic path and short-term milestones.

・Left unattended: If not embedded within the organization, the vision becomes mere PR. Operational design is essential.

・Rigidity: Tactics may change with environmental shifts. Maintain the core of the vision (why it matters) while updating methods as needed.

Part 1 (TIPS185) and Part 2 (this article) systematically explained the fundamentals of “what a vision is,” its significance and role, and the methodologies for shaping it within organizations and teams.

Looking back, Part 1 examined the meaning and importance of a vision, clarifying the benefits it brings to an organization. It also identified barriers to effective vision creation, such as gaps in understanding between management and the frontline, and overly abstract expressions. Based on this, it introduced the “mindset for crafting a vision,” emphasizing long-term perspective, empathy, and flexibility. In Part 2, this article presented practical processes such as the “Vision Map” and the six-step approach, providing concrete pathways for organizations to envision the future. At the same time, it highlighted the importance of applying the vision beyond words—embedding it into daily operations, talent development, and sharing it with society.

Above all, it is essential to remember that a vision is “a promise to the future and a shared asset for co-creation.” Organizations without a vision tend to drift, whereas those that set a clear vision and continuously practice and update it can grow sustainably, gaining empathy from both colleagues and society.

References:
・Naoka Misawa, Creating a Vision in an Era Without Clear Answers
Kenji Maeda, “5 Steps to Create a Vision: Definition, Implementation, and Examples,” Tsugi no Jidai
Yasuhito Tanaka, “Mission, Vision, Values, and Purpose at a Glance”