Why Every Change Program Needs a North Star—and How to Create One

Vision Test: The Difference Between Identity and Direction

A “North Star” vision shouldn’t just be a tagline but should start with a good one.

A famous example, keeping our eyes on the skies, was NASA’s objective in the 1960s: "Land a man on the moon and return him safely to Earth." No fluff. Just a bold, unmistakable direction. That clarity galvanized an entire workforce toward one shared mission.

Before going further, I want to distinguish a company vision statement and a “North Star” vision for a change program.

For example, LEGO’s Brand Framework says their vision is to be “a global force for Learning-through-Play.”

That inspiring statement—who doesn’t want to work at LEGO!?!—defines a long-term aspiration about who/what the company is becoming. It’s broad, evergreen, and rarely changes.

However, a “North Star” vision for a change program or product should include the principles and desired outcomes that drive a transformation initiative over, say, a few years. It clarifies where the company is going, why change is happening, and what success looks like.

What Good Looks Like for a “North Star” Vision

A compelling change story or aspiration has four levels of available detail:

L1: Aspiration / Vision – Target within 2-3 years.

L2: Themes / Principles – Valid for 1-2 years.

L3: Workstreams / Initiatives – Completed in 6-12 months.

L4: Performance Measures – Monitors progress against L2 themes.

The problem is that most vision statements only have L1 and L2, and I’m guilty of this myself.

In 2012, I presented the Credit Suisse Smart Working program at a conference, saying the high-level vision (L1) was to “use policies, technology and space to best address changing work patterns, workplace preferences and the increased flexibility afforded by mobile technology.”

I then showed this slide with four guiding principles (L2):

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The vision statements and goals were solid, and remained unchanged for several years.

A one-step improvement is adding a third level for workstreams (L3), like this example from a public sector client of mine:

You can see that each theme is supported by several detailed ideas that help make the vision a reality. L3 workstreams can usually be tackled within a year or at least refined at that time.

Back to my Smart Working example, we presented results (L4) against the principles (L2) after new sites had been operating for a few months.

But, in hindsight, we did not sufficiently articulate that level of intended KPIs for users in scope before the change. Nor did we disclose the L3 initiative details consistently.

I think both would have helped, as it shows the targets of your change where you are headed, how you plan to get there, and how you will know that you’re not lost.

As final proof that a four-level “placemat” framework for strategic change is best practice, McKinsey’s Leadership Forum recommends it for rising CEOs because they “serve as a forcing mechanism for a set of complicated decisions…useful as a way to align the top team and mobilize the organization.”

Find True North for Your Change Program

Here’s a quick guide for getting started on your own “North Star” vision:

• Clarify the destination – What does success look like in 2-3 years?
• Align the initiatives – Are workstreams and investments moving in the same direction?
• Prove the progress – What KPIs do you want to improve and what is the current state?

Finally, you must communicate relentlessly because if your people can’t repeat it, they don’t believe it. It helps to have a personal, authentic version of why the broader vision motivates you.

Because here’s the reality: without a North Star, you’re not leading change—you’re just drifting. And a drifting ship never reaches its destination.

Check your compass. Set your course. And make sure your team can see the stars.

Can you articulate the “North Star” vision for your transformation program—or simply your team’s 2-3 year plan—with a single, compelling sentence and required supporting framework?

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