What specific work must the leadership team complete between Vision Building 1 and Vision Building 2 to ensure the long-term vision is realistic rather than wishful thinking?

Question

Tyler Smith · Accepted Answer

The thirty days separating Vision Building 1 and Vision Building 2 are designed for stress-testing draft conclusions, not resting. In Vision Building 1, the leadership team established draft versions of their Core Values, Core Focus, 10-Year Target, and Marketing Strategy. Leaving that room with high-level ideas is easy; proving they are commercially viable takes rigorous legwork before Day 2.

During this inter-session window, each seat holder must test the Day 1 conclusions against empirical business realities:
- The sales and marketing leader must pressure-test the Target Market and Three Uniques against actual customer data to ensure the business can defend that positioning profitably.
- The finance seat must validate that historical gross margins and operational unit economics can realistically support the revenue and profit targets set for the 10-Year Target.
- The operations leader must evaluate whether current fulfillment systems and capacity constraints can handle the volume implied by the growth strategy.
- Every leadership team member must run the draft Core Values through the People Analyzer against their direct reports to confirm those values genuinely reflect the company's best performers.

When the team arrives at Vision Building 2, they are not arriving to brainstorm. They are arriving to debate hard-tested data, finalize the Vision side of the V/TO, and construct an actionable Three-Year Picture and One-Year Plan grounded in operational reality.