Worksheet

Vision Core

What future is this for, and what will we decline on the way?

How to use it

Each area of the Vision Core gets its own page. Its working parts are set out as prompts — not a form to complete, but the things worth having a view on. The last part of each page lists what the area touches in the other cores, because a position taken here usually commits something there.

Read about the Vision Core

The Omnigoal · Vision Core · What future is this for, and what will we decline on the way?

Vision Statement

The future state the organisation is working towards — far enough away to be worth the effort, close enough to be reached, and specific enough that someone could tell whether it had been.

ForDate

  1. The statement

    The articulation itself: a future state with a horizon attached, written so that someone outside the room could tell whether it had been reached.

  2. Reachability

    Whether the vision is actually attainable, on what horizon, and what would have to become true first.

  3. What it rules out

    The opportunities the vision makes it wrong to take.

  4. Progress

    Whether the organisation is closer than it was, established on evidence, not on activity.

What this touches elsewhere

  • Goal Core — Long term goals are the vision expressed at a horizon short enough to be planned against.

  • Mission Statement (Vision Core) — The mission describes the work being done now to close the distance the vision names.

  • Brand Core — The narrative carries the vision outward; where the two disagree, the narrative is what people believe.

  • Time Core — A horizon is a date, and it belongs in the same planning rhythm as everything else with one.

The Omnigoal · theomnigoal.com · CC BY 4.0 · Andreas Baggesen

The Omnigoal · Vision Core · What future is this for, and what will we decline on the way?

Mission Statement

What the organisation actually does now, for whom, and to what end — written so that the people doing it would recognise their own week in it.

ForDate

  1. The statement

    The articulation: what the organisation does, for whom, and to what end — in the present tense, and short enough to be repeated without a document.

  2. Scope

    What business the organisation is in, and what it is not.

  3. Recognisability

    Whether the people doing the work can find it in the sentence.

  4. Keeping it current

    What happens when the organisation changes and the mission does not.

What this touches elsewhere

  • Vision Statement (Vision Core) — The mission is the present-tense half of the same pair; the vision is the state it is working towards.

  • Goal Core — Purpose says why the organisation exists at all; the mission says what it is doing about that this year.

  • Business Core — Scope decides which value propositions are in bounds and which are a different business.

  • Market Core — A scope drawn around a product rather than a need is where market shifts arrive as surprises.

The Omnigoal · theomnigoal.com · CC BY 4.0 · Andreas Baggesen

The Omnigoal · Vision Core · What future is this for, and what will we decline on the way?

Culture

Who the organisation actually is when nobody is writing it down: the shared assumptions, norms and habits that decide how people behave when no rule tells them what to do.

ForDate

  1. Levels of culture

    The culture described at Schein’s three levels: the artefacts anyone could observe, the beliefs people give as reasons, and the assumptions underneath that decide behaviour when the other two disagree.

  2. Reading it

    Diagnosing the culture from evidence: what is observed in ordinary work, what gets rewarded and tolerated, and where subcultures differ.

  3. How it is passed on

    The mechanisms through which newcomers learn what is expected: the first weeks, the stories told internally, and the rituals that repeat.

  4. Shaping it

    What leaders can change and what they cannot.

What this touches elsewhere

  • Core values (Goal Core) — The stated commitments the organisation will not trade are held in Purpose → Core values. Culture is read against them here and never restated.

  • Integrity (Goal Core) — The gap between the stated purpose and the enacted one is measured in Purpose → Integrity. Culture supplies much of its evidence, but the gap has its home there.

  • Brand values (Brand Core) — Values as expressed outward belong to Brand Identity → Brand values. A lived culture that contradicts them is what customers eventually meet.

  • Brand Narrative (Brand Core) — The story told outward lives in the Brand Narrative. The stories told internally about how people behave are a transmission mechanism and stay here.

  • Organisation (Business Core) — Formal structure, decision rights, leadership roles and change adoption sit in Organisation. Culture is the informal pattern that structure runs on.

  • HR (Business Core) — Recruitment, development and retention sit in HR, including any culture-fit criterion in selection. This object describes the culture; HR decides how to assess for it.

  • Year Wheel (Time Core) — The dates of recurring rituals belong on the Year Wheel. What those occasions signal, and whether they have drifted, is recorded here.

The Omnigoal · theomnigoal.com · CC BY 4.0 · Andreas Baggesen

The Omnigoal · Vision Core · What future is this for, and what will we decline on the way?

Responsibility

The organisation’s effect on people, society and the environment, and what it is prepared to commit to about that effect — stated plainly enough for someone outside to check.

ForDate

  1. Impact and materiality

    Which of the organisation’s effects matter, judged in two directions: its impact on people and the environment, and the financial effect those issues have on the organisation in return.

  2. Commitments and targets

    What the organisation commits to about its material impacts, against a recorded baseline, with interim milestones and a named owner — the point where intention becomes something that can be missed.

  3. Ethics

    How people are expected to act where the law is silent or permissive: the conduct standards, the dilemmas already worked through, and what happens when someone raises a concern.

  4. Disclosure

    What the organisation states publicly about its sustainability impacts, commitments and progress, and the evidence behind each claim.

What this touches elsewhere

  • Purpose (Goal Core) — Stakeholder rationale in Purpose names whom the organisation exists to serve, and core values hold what it has declared it will not trade. This object covers everyone its activity affects and turns those values into conduct standards.

  • Compliance (Business Core) — Compliance holds the legal minimum and the controls around it, including any legal duty to report on sustainability. Ethics here starts where the law stops asking.

  • Governance (Business Core) — The board’s oversight and the enterprise risk register sit in Governance. Climate and other sustainability risks found by the materiality assessment are registered there, not here.

  • Supply Chain (Business Core) — Sourcing owns how suppliers are chosen and managed. The conduct expected of them is set in Ethics, and their impacts are assessed within the value-chain boundary here.

  • Stakeholders (Business Core) — Stakeholder reporting covers what each group is told in general. Disclosure here is limited to the sustainability statement and the claims made within it.

  • Finance (Business Core) — Financial reporting owns the statutory accounts. The sustainability statement sits beside them and has to reconcile with them where the two touch the same numbers.

  • Brand Core — Environmental and social claims in marketing draw on the claim substantiation file here; the brand narrative carries them, it does not originate them.

The Omnigoal · theomnigoal.com · CC BY 4.0 · Andreas Baggesen