An organizational vision describes a desired end result. It differs from a mission statement, which explains why the organization exists, what it offers, and what makes it distinctive. A useful vision is easy to understand without jargon. section 3.1
A CTO’s “grand vision” translates that destination into an outcome for the technology group. It should support the organization’s vision and mission, explain why the group is heading there, and say what the business will be able to do on arrival. The CTO must be able to communicate that direction and turn it into action. section 3.1 section 1.5
Plain-language destinations
LinkedIn’s stated vision is to “Create economic opportunity for every member of the global workforce.” A home-focused company might instead aim at “Gaining peace of mind about your most valuable asset.” Both express an end result rather than a list of projects. section 3.1
When shaping and using a CTO vision, ask:
- Does it describe a deliverable destination roughly two to five years away, while leaving room to change as the business and technology landscape change? section 3.1
- Can you explain, without a presentation, where current plans will take the company and why the technology has a credible path forward? section 14.2
- Could an incoming CTO understand the business knowledge and recurring client issues behind your direction, even if they ultimately choose another? section 14.6
