Vision
RunOlga Vision: the shared picture of where the organization is going and what it values.
Roadmap
Vision is the shared answer to two questions: where are we going, and how do we behave on the way there. In RunOlga the artifact is called the Vision (EOS: V/TO, the Vision/Traction Organizer). It is the document a leadership team aligns on so that everyone is, quite literally, running the organization from the same page.
The parts of the Vision
A complete Vision has six parts. Three define identity and behavior; three define the long, medium, and short horizons of where the organization is headed.
| Part | What it answers |
|---|---|
| Core Values | How we behave. The handful of values that define the culture and the kind of people who thrive here. |
| Core Focus | Why we exist and what we are best at. The reason the organization is here and the thing it does better than anyone. |
| 10-Year Target | The long-term goal. One vivid, measurable destination far enough out to be ambitious. |
| Marketing Strategy | Who we serve and how we win. The target customer, the few differentiators, and the proven process for delivering. |
| 3-Year Picture | What the organization looks like three years out, described concretely enough to recognize when you arrive. |
| 1-Year Plan | The goals for the year ahead that move the organization toward the 3-Year Picture. |
Read top to bottom, the Vision narrows from a decade of ambition to the work of the next twelve months. Read bottom to top, each year's plan is a step toward the longer picture.
What exists in Phase 1
In Phase 1, two parts of the Vision live in RunOlga as organizational content: Core Values and the mission / Core Focus. They are captured during GCS setup and stored as part of the organization's records, so the rest of the operating model has a stable reference for how the team behaves and why it exists.
Olga supports this through setup clarification. While the team configures their instance, she watches for two gaps and asks about them:
- When a value is defined without a behavioral description, she asks what it looks like in practice.
- When the mission statement is missing or vague, she offers to help articulate it.
You: One of our core values is "compassion."
Olga: What does compassion look like in practice here, so it reads as a behavior and not just a word?
Olga captures the answers. She does not decide what your values are or score how well you live them. She prepares and proposes; the team decides.
The four remaining parts, the 10-Year Target, the 3-Year Picture, the 1-Year Plan, and the Marketing Strategy, are on the roadmap. Phase 1 does not yet manage the full Vision as a set of living artifacts that the team tracks, revises, and reviews over time. Olga does not track or score the Vision in Phase 1.
How Priorities ladder up
The Vision is only useful if the day-to-day work points at it. That connection runs through Priorities: each quarter's objectives are meant to advance the 1-Year Plan, which advances the 3-Year Picture, which moves the organization toward its 10-Year Target. The Vision sets the direction; Priorities are how the team makes ninety days of progress in that direction.
On the roadmap, RunOlga makes that ladder explicit, tying Priorities to the Vision they serve. In Phase 1, the link is one a leadership team holds in its own judgment: the Vision content is captured, and Priorities are set with it in mind.