Internal focus and vision

• Large organizations have more interdependent parts to be coordinated.
• It is no easy task to drag yourself away from the incessant and urgent demands of internal pressures and bureacracy.
• It's hard to develop a vision, if your view of your market is a bit hazy.
• A vision cannot be created out of thin air - you need to be closely in touch with how your market is evolving and where it might go next.
• How regularly to you talk personally to key external customers?
• How current are you regarding what your competitors are up to?
• What new initiatives are your partners launching?
• How important is it for you to be able to provide clear direction?
• If it is vital, how can you spend more time externally?
• Can you delegate more of your internal work?
• Can you dedicate someone to gathering more external intelligence?
• Given your role and strengths, where can you add most value?
• Do your strengths revolve around sorting out internal disputes and improving efficiencies? Or are you inclined to network externally but just no time lately?
• If the former, could you delegate external networking and data gathering?
• However you get your clearer picture of your market, it is a necessary first step to formulating your own vision.