The “time horizon” problem

A challenge in running an organization is what in planning we call "the time horizon."  All sorts of forces pull on us in the moment, daily and weekly.  Getting from month to month requires stick-to-itiveness, quarters are when performance measures apply and the year is a journey that we have to start all over again every 12 months.

Simply, we are driven by our routines, interactions, employees, customers, investors and funders to be short-term focused.  It has to be that way, lest we miss marks and lose our way.

That's a shame if the result is insufficient attention is paid to the future.  Where to go and how to get there are as essential for success as is having a well-oiled, lean machine.  Otherwise, why bother?

In my view, organizational leaders are charged with both keeping the machine functioning well and finding that future vision of greater success and identifying and implementing the strategies to get the organization to that future.  Three to five years out - or even longer, which I know is a difficult thought to fathom in our exceedingly short-term world - is the time horizon to be considered along with the shorter term.

A strategic leader must function in two worlds, the short term and the long term.  A successful strategic leader not only has a well-run organization, but one that is striving for greater strategic success.  It's that simple.