Every transformation starts with a question:
Where are we going—and why should anyone want to follow?
Step 1 in the transformation model I’ve used across three successful turnarounds is to create a compelling vision of the future.
In this post, I’ll explore how we approached this step in three very different organizations, and what made the vision compelling in each case.
1. Large Manufacturing Company
This was a traditional, Fortune 1000 heavy manufacturing company with strong cultural and manufacturing disciplines. But our finance teams were stuck in a reactive, back-office mindset. The vision? To transform finance into a proactive, strategic partner embedded in business decisions.
We framed the future like this:
“Finance will be a trusted business advisor—driving insights, not just reports.”
This was a stretch for our team. But it gave meaning to the transformation. It wasn’t just about new tools or faster close cycles. It was about a new identity.
2. Mid-Size Electronics Manufacturing Services Company
As CEO, I inherited a company growing fast but bleeding margin. Our operations were bloated, culture was siloed, and our customer mix wasn’t sustainable.
We needed a bigger aspiration:
“We will become the BEST IN THE BUSINESS at delivering COLLABORATIVE technology solutions to INDUSTRY-LEADING technology companies.”
We were far from being the best in the business at anything, but we could be, if we worked together toward that charge. It wasn’t very specific, but this vision sparked and accelerated continuous improvement initiatives throughout the company, while we worked on which of our capabilities we wanted to grow going forward.
3. Global Internet Payments Company
Here, we were already international and technically strong—but fragmented, inconsistent, and lacking shared direction.
Our vision?
“An easy-to-use, seamless, secure payments experience for small merchants and their customers—globally.”
It wasn’t flashy. But it was customer-centered. It grounded our operational and cultural work. And it created clarity across time zones and teams.
What Made These Visions Work
- They were aspirational, but rooted in the current reality.
- They challenged the organization to grow.
- They created alignment and gave meaning to the hard work ahead.
Reflection Questions
- What future are you asking your organization to move toward?
- Is it compelling enough to drive real behavior change?
- Does it unify your teams—and give them a reason to believe?
In At C-Level #12, we’ll dig into Step 2: how to analyze your current situation with honesty and courage, so the vision doesn’t drift into wishful thinking.