Disney’s vision to “Make People Happy” doesn’t need to explain how that gets done. A vision should be able to stand the test of time while also being translated into near-term goals, objectives and key results (OKRs), or roadmaps.

Language is the point of creation, whether it be written, verbal, or body language. Your team picks up on those cues.

Develop a roadmap that outlines the core themes and priorities.

“Dream in years; plan in months; evaluate in weeks; ship daily.”

well-mapped and communicated vision will include the following elements: A timeless description of what value the organization aims to deliver (remember Disney’s “Make People Happy”) A vision disconnected from specific technology or trends Separate documents to describe the user goals and the product goals A roadmap of what the big themes or stages

The first principle is that we think big but start small. This means thinking about a big vision and then ruthlessly cutting the scope so we can ship. Because our next principle is ship to learn, which means shipping as fast as possible so we can learn as fast as possible. The third principle is to design from first principles — to start with a bla

These early-stage teams are made up of a handful of entrepreneurial types with a high tolerance for ambiguity. They spend their time testing new ideas and clamoring for customer feedback, and if they don’t have customers yet, they might be shipping first and asking questions later — often, as the adage goes, asking forgiveness, not permission.

For example, qualitative data from customer interviews is best delivered in forums where team members can ask questions and get additional clarity.

“We’ve talked about what our end state looks like, which of these teams will be working on their own, deciding what they work on directly with customers,” says David Cancel, Head of Product, CEO, and cofounder of Drift, of the current state of his startup and their journey toward achieving their future vision. “At this stage, we’re not there yet. W