Sergio Brodsky argues that organizational vision needs a 10-30 year horizon. Too short (3-5 years) limits imagination; too long (SoftBank's 300 years) becomes unmanageable. The sweet spot stays malleable enough to guide real action while imagining genuine possibilities.
Right. Well, let's just finish off. You know, the final principle
is
that, like we were discussing the other day, a vision can't be too far or too clear or too soon. And the vision is one that needs to enable you to do something, but also ennobles you, is one that puts you in a better place, in a higher order place. Right. So let's, let's talk about the first part of the sentence first. You know, a vision that is not too near or too far. Like you said, if, you know, the horizon that I have is only 3 to 5 years, well, yes, it's a vision. Maybe individually, you know, in 5 years' time, I'm going to be very different from where I am right now. But, you know, from an organizational level, it's not that much. It's not, you know, too big of a future for you to be too worried about, you know, smaller things. When you have 10, 20, 30 years of a horizon, This is when it becomes a lot more malleable and you can work with that knowledge and you can still imagine. It's not knowledge that has already been fabricated, it's knowledge that is just, you know, being in development in the ether as we are learning from the future. And if that vision of the future is too far, like I gave you the example of SoftBank in China, they have a 300-year plan. 300 years. I've heard it's, it's insane. I mean, how can you manage that? How can you, how can you capture all the changes from the multiple scenarios that they must be observing to then, you know, give some actions, a set of actions to then improvise as we go along?
Ep 35 Your Strategic Stagnation Isn't a Framework Problem—It's a Story Problem
The YouTube Strategy School: Why Your MBA Didn’t Teach You Strategic Thinking
