About – vi-strat-ess


vi-strat-ess is a blog dedicated to the principles and concepts required for consistent and sustainable success through vision, strategy and progress.   The topics will range from employee retention, leadership, social media, project management and any other topic where these three critical elements can be best expressed and discussed.

My experience includes the U.S. Marine Corps, Fortune 500 corporations, state government, start-up companies and non-profit organizations.   As notable examples where vision can collapse, I worked at Wang Laboratories and MCI when their original founders and visionaries were still in charge, Dr. An Wang and Bill McGowan, respectively.  Dr. Wang passed away in 1990 and in 1992 Wang filed for bankruptcy protection.  Bill McGowan passed in 1992 and by 1998 MCI was purchased by WorldCom.  By 2006 MCI was bought by Verizon and that is the last we heard of MCI.

Both corporations modified their vision when new leadership was installed.  Unless MCI’s new vision was to be acquired by another corporation, something failed in all or part of their new vision, strategy, and execution (progress).

There are many that feel “action” trumps vision and strategy. That is to say, more energy should be applied to tactical action rather than “soft” matters such as strategy.

The best example is that of a start up company. Someone had an idea or vision for what they wanted to accomplish. They examined the market, competition, available skills and prevailing costs to form a strategy that would offer the best path towards success.

Through metrics, critical success factors (CSFs) and key performance indicators (KPIs), they constantly validate their assumptions, ensure their actions are alined with their intentions and examine the results to calibrate their on-going approach.

Tactical action without a strategy or vision increases our costs, creates a weak structure, reduces or delays our success and notably impacts the morale of an organization.

So we ask the question – what are the ingredients of “vision”, “strategy” and “progress”?  That’s what we hope to explore through this blog.

Please join me as we seek to better understand these foundational concepts.

Thank You,



3 Responses to “About”

  • Almost all of the things you claim happens to be astonishingly legitimate and that makes me ponder why I had not looked at this in this light before. Your article really did switch the light on for me personally as far as this specific issue goes. But there is actually 1 position I am not too comfy with so while I attempt to reconcile that with the core theme of the issue, let me observe what the rest of your visitors have to say.Well done.

  • Frank Williams:

    As an executive manager for a medium sized company I found the information on your site to be quite well done and very appropriate for what we are experiencing.

    I notice you are an IT professional. I would be very interested in your perspective regarding IT, IT projects and overall IT governance. I feel that is a weaker area for us.

    It is quite clear you have have experienced a lot in your career. You also seem to have found ways to utilize critical concepts to be successful.

    Thank you and keep on writing!

    • William Conner:

      Thank you Frank for the kind words.

      I do plan to write on the subject of IT governance and IT project management in the very near future. As you pointed out, many organizations struggle with IT governance. If it exists, it is often a shell of what it should be.

      In many ways Project Portfolio Management (PPM) is designed to assist with IT governance. I’m not speaking about expensive systems although how one invokes then sustains PPM is somewhat proportionate with the size and/or complexity of the organization.

      Again – Thank you for taking the time to write and since you signed up for notifications you will know when the aforementioned posts are available.

      Happy New Year,


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