We focus on the sustainable success of transformation implementations. The higher the number of leaders and employees who implement the innovations in value-creating processes, the greater this success: Value = Strategy x People.

For this, a clear and desirable future picture is needed. It answers why the change is necessary, where it should lead, and how progress and success can be recognized. An effective target picture reduces complexity, sets priorities, and provides orientation—without claiming that a transformation is entirely predictable.

To turn a future picture into concrete change, it must be effective on three levels:

• Purpose and vision provide meaning and direction.
• Story and narrative create a shared understanding and emotional connection.
• Results and impact metrics translate the alignment into observable changes and measurable effects.

Purpose and Vision

The main task of target images is to reduce complexity. Among the many possible future scenarios, decisions must be made, and participants need orientation and as much security as possible. A timeless purpose can be formulated to express why the company exists. A vision shows where it is headed in the future, and a mission describes its current business. To ensure they are not just strong on paper, they should be authentic and shared by as many people as possible. Only then are they truly impactful. If they are poorly formulated and implemented, cynicism can develop within the organization, as claims and actions diverge. Additionally, operationalization is crucial. The next elements— a story and desired results—serve this purpose.

Story and Narrative

Transformations require more than just a factual description of the target state. People need to understand how the starting point, the necessity for change, the desired future, and their own contribution are connected. A transformation narrative links these elements into a comprehensible story of change. Narrative patterns like the hero’s journey have shown for centuries that development involves departure, uncertainty, testing, and learning. However, for organizations, the hero’s journey is a metaphor, not a complete transformation model: sustainable change rarely results from individual heroes but from collective action within teams, networks, and organizational structures. Ultimately, what matters is whether the story resonates with the audience, “engages” them, and “takes them along.”

Results and KPIs

Operationalizing goals means that everyone can pursue specific, measurable, attractive, realistic, and time-bound objectives (SMART). Today, OKRs (Objectives and Key Results) have become a key tool for this purpose. If these are too general and abstract, there is no guidance for individual actions, and goals are not achieved. To track and measure goals, a performance management system or key figure systems are helpful. AI can now significantly assist in designing, creating, and collecting the necessary data. A meaningful set of numbers can motivate and provide orientation to the various stakeholders in the change process.

Alignment is therefore more than just setting ambitious goals. It combines purpose, shared understanding, and concrete success criteria. This creates the foundation for leaders and employees to translate strategic ambitions into effective action and realize the value of transformation: (Value = Strategy x People).