Business dreams and business realities: can growth be planned?

The problem is not the vision. The problem begins when it becomes a forecast without the actual conditions for achieving it having been tested.

No one can predict exactly what a business will look like in ten years. This does not make long-term planning unnecessary. It makes it different. It is no longer an attempt to predict the future, but the building of an organisation that recognises change and retains its freedom to act. Rapid growth carries risks of its own, while simply extending the present into the future is a separate risk.

Long-term planning is not the ability to predict the world. It is the ability to build an organisation that does not depend on the accuracy of a single forecast. The dream provides direction. Resilience is created through scenarios, measured investment and secure access to critical means of production.

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