STRATEGIC VISION
Living the vision
Sujeenie Gunasekera
In an age where short-term wins often overshadow long-term value, Sujeenie Gunasekera stands firm in her belief that an organisation’s strategic vision must go far beyond immediate results.
She says that vision must go beyond short-term performance metrics and leadership tenures; and that it should reflect the identity and intent of the organisation in its truest form.
“Vision is the final target and many make the mistake of creating this goal merely to enable results to be out within their leadership period. However, long-term vision should be more than this or a business plan; it must be a declaration of identity and intent – one that could be fulfilled even in the future,” Gunasekera adds.
When an organisation defines and lives by a meaningful long-term vision, it earns not only attention but also the deeper trust and respect of its stakeholders – sometimes, long after its leadership has moved on.
GOAL ORIENTATION A critical tool in sustaining this respect is a clearly defined corporate road map.
She asserts that this is “more than a strategic tool; it’s a mechanism to build trust by indicating where the company is heading and how it envisions getting there. A good road map instils purpose in employees, assurance in investors and confidence in customers.”
Employees align with the company’s long-term goals, investors see a strategy for growth and value creation, and customers are reassured by the company’s reliability. The clarity it provides enhances transparency, promotes openness and builds accountability across the board.
Gunasekera opines: “Employees are more likely to stay engaged when leadership follows through on road map commitments. During periods of uncertainty, it also serves as an anchor and supports long-term relationships, reinforcing why companies with a vision tend to retain trust through change.”
LEADERSHIP RESOLVE Staying committed to a future oriented vision, especially in uncertain times, comes with both opportunity and responsibility.
“In times of uncertainty, people look for direction. A future oriented message implies that the organisation is not only surviving but planning to thrive,” she points out.
Such messaging signals resilience and visionary leadership. However, it must be backed by credible actions such as investing in innovation, sustainability or workforce development. Gunasekera believes that “over optimism or generic claims can feel hollow. Instead, transparency and sincerity win respect.”
However, she’s quick to add that credibility is critical: “You can’t claim to be future focussed if you’re simultaneously slashing innovation budgets or shying away from risk taking.”
She explains that the message should acknowledge uncertainty while expressing determination, and offers a powerful example of balanced messaging.
Gunasekera continues: “In a time of rapid change and unpredictability, our commitment to a future oriented vision that’s rooted in innovation, sustainability and inclusive growth ensures that we’re not only prepared for what comes next but are actively shaping it.”
COLLECTIVE DIRECTION Alignment around a shared vision is also fundamental to building respect from within. It cultivates a shared purpose and meaning, improves communication, and promotes both accountability and inclusion.
“When everyone understands and buys into the same vision, individuals see how their work contributes to something bigger than themselves. In such a culture, mutual respect thrives and collaboration is naturally strengthened,” she posits.
Externally, this alignment signals strategic clarity, maturity and brand coherence. “When internal alignment is tight, the organisation speaks and acts with one voice,” she notes. This consistency enhances brand credibility, and earns the admiration of peers and partners. Organisations that live their vision rather than merely stating it set themselves apart as industry leaders.
Transparency around long-term goals reinforces trust, accountability and a shared purpose. It also signals integrity and long-term thinking – qualities that are increasingly valued in today’s stakeholder conscious world.
Gunasekera reflects: “It’s not simply about having a vision; it’s about living it in ways that are visible. Walk the talk. That’s what earns respect.”
