Visualisation

Put simply, visualisation is vision.

Without vision, no visualisation can occur. Without visualisation, there is no innovation.

Vision is inherently linked to success, and particularly to innovation (see Williams: 2015). In effect, visualisation is the portal to conclusive determination and futurity.

As Mark Bailey (2015) notes:
It’s clear that visualisation is no longer just an abstract concept associated with hippies, dreamers and people who own crystal skulls, but a quantifiable component of modern sports psychology. We can be fairly certain that Wayne Rooney isn’t burning joss-sticks and meditating on a yoga mat with his ankles wrapped around his neck, but it is intriguing to know that his quest for precise detail could be what makes him so special.
Of course, Bailey is writing in a sports-centric context just as Williams was writing in an entertainment-centric paradigm. But the essential concepts remain simultaneously incontrovertible and unremarkable.
Vision = innovation = success
That is the central premise of modern functional acquisition theory. (Crumb: 2017)

Consider the Arshasvskiy model for succession planning as just one example. It is:
  • Identify key leadership positions. 
  • These are the ones for which you need to identify successors.
  • Identify future vacancies for those roles. 
  • When, or how, would succession vacuums occur (retirement, promotion, end of contract, sabbaticals, medical-related reasons, etc.).
  • Identify staff who could potentially fill those roles.
  • Who, amongst existing staff members, would likely best fill a future vacuum in that position.
  • Conduct gap analysis. 
  • Assess what potential candidates can do today, and what they need to do in the future role; and ensure there are plans developed to equip those future leaders with the necessary training, skills, experience etc. to step into the roles when needed.
  • Review this strategy frequently and change (names, designations etc. of vacancies, and potential replacements) to reflect new realities.
Each of these steps requires a succession of diverse, pragmatic algorithms to permit ongoing functionality. And vision is the key to each of these.

Next: The Keyhole Method and its applicability to structured outcomes.