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12 | 21 Strategic Plan - Context for Change
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The context for change

Our environment | The enterprise-focused leader

Organizations remain effective and relevant by simultaneously balancing two competing interests: They must perform well in the present while also building toward a future vision.

An exclusive focus on operational activities can lead a company adrift from its mandate and cause it to fail to anticipate future challenges or expectations. Similarly, by only focusing on strategic issues and long term plans, an organization may be blinded to more immediate opportunities and threats.

While that future vision can, and should, be unique to every organization, common among high-performing organizational leaders is their ability to maintain focus on their companyís daily activities while at the same time paying attention to the much broader, longer term picture: Where is the organization going? Where should it be going? What will it need to perform effectively in three years, in five years, in 10 years? Only by purposefully developing, executing and regularly evaluating strategy can leaders ensure their organizations adopt the right tactics, tools and culture to perform now and respond effectively to changing expectations.

From 12 to 21 demonstrates the Pension Corporationís commitment to this approach. The strategy, while transformational, will ensure we continue to meet the day-to-day needs of our clients.

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