{"id":42399,"date":"2025-07-21T06:00:00","date_gmt":"2025-07-21T04:00:00","guid":{"rendered":"https:\/\/strtgy.design\/articles\/doing-means-believing-purpose-vision-and-mission-with-mega-prompt\/"},"modified":"2025-12-02T23:14:59","modified_gmt":"2025-12-02T22:14:59","slug":"doing-means-believing-purpose-vision-and-mission-with-mega-prompt","status":"publish","type":"post","link":"https:\/\/strtgy.design\/en\/strtgy-notes-en\/doing-means-believing-purpose-vision-and-mission-with-mega-prompt\/","title":{"rendered":"Doing means believing: purpose, vision and mission (with mega-prompt)"},"content":{"rendered":"\n
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Siwa – Antonio Civita, 2025<\/figcaption><\/figure>\n\n
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“Changing the <\/em>purpose of a company does not mean announcing a new direction. It means changing what the organization actually does.” <\/em> <\/p>\n<\/blockquote>\n\n

Rebecca Henderson, Professor, Author and Authority on Reimagining Capitalism<\/a><\/p>\n\n

\u2014<\/p>\n\n

This week I spent it completely absorbed in Strategy Refresh<\/strong> for a large client of ours.<\/p>\n\n

In the MAKE PROGRESS method, the Strategy Refresh is a sacred moment. It is the periodic checkpoint where we don’t just look at the numbers, but use them to update the entire strategy architecture based on progress. It is the moment when you check whether the course drawn on the map matches the journey you are actually taking. <\/p>\n\n

The map and the territory<\/h2>\n\n

In Strategy Refresh<\/strong> you look at the territory, not the map.<\/p>\n\n

The Strategy Refresh<\/strong> is not the time when you draw a new map. It is the time when you compare the map with the route taken. <\/p>\n\n

Have we moved? Or are we still stuck at square one, admiring the beauty of what we wrote in the presentations? <\/p>\n\n

The map is the stated strategy. The territory is what the company does<\/g>. If they do not coincide, the map is useless. <\/p>\n\n

OKRs are the litmus test of strategy<\/h2>\n\n

OKRs are not the strategy. They are the proof that the strategy exists. They are the litmus test. <\/p>\n\n

They show that words have turned into action. That the promise has become a fact. A fact that generates two things, in precarious balance: marginality<\/strong> and customer satisfaction<\/strong>. <\/p>\n\n

If you miss one, the game ends. Either you run out of money, or you run out of customers. OKRs measure both. They measure doing<\/em>. <\/p>\n\n

Doing means believing<\/h2>\n\n

When it comes to strategy, these three words are often used synonymously.<\/p>\n\n