In 2015, companies everywhere were rolling out their “Vision 2020” plans. It was catchy, it felt ambitious, and it gave organizations a defined five-year runway. Even as late as 2017, businesses were crafting three-year strategies that aligned with that neat, marketable year: 2020.
This quarter we’ve seen a trend with our clients, 2030 visions. Suddenly, in 2025, organizations are rolling out five-year plans again. But here’s the question: why now?
Where were the Vision 2027 plans in 2022? Or the Vision 2028 plans last year? Are organizations truly planning five years ahead on a rolling basis, or are they just drawn to the appeal of round numbers?
This pattern raises a more important issue: Having a vision isn’t enough. The only way to turn a 2030 vision into reality is through a Results Equation—a framework that operationalizes purpose, strategy, and culture in the day-to-day, ensuring short-term wins fuel long-term success.
A compelling example of this in action is Saudi Arabia’s Vision 2030. Unlike many corporate strategic plans that are more marketing than mechanism, Saudi Arabia has embedded its vision into every ministry, ensuring that each sector is aligned with and accountable for delivering on the country’s transformation. Their goals—diversifying the economy beyond oil, increasing opportunities for women, and fostering broader financial and leadership diversity—are tied to clear executional mandates.
The lesson? A vision alone is just a slogan. Execution is what makes it real.
So as organizations announce their 2030 plans, the real question isn’t whether it sounds good on a slide deck. It’s whether they have the cultural clarity, alignment, and accountability to make it happen. Otherwise, Vision 2030 might just be another Vision 2020—big talk, little follow-through.
What do you think? Are we seeing a meaningful shift, or just another round-number strategy cycle?
Elsewhere In Culture
Kroger C.E.O. Resigns After Board’s Personal Conduct Investigation
Rodney McMullen’s resignation from Kroger following a board investigation into his personal conduct is yet another reminder that leadership is not just about driving financial performance—it’s about embodying the values and culture of an organization. While Kroger has stated that McMullen’s actions were unrelated to the business or its employees, the fact remains that leadership sets the tone for workplace culture. When a CEO’s behavior is found to be “inconsistent” with a company’s business ethics policy, it highlights the importance of culture alignment at every level of an organization. A company’s values cannot simply exist in a mission statement—they must be reflected in leadership actions. True accountability means that no one, not even the CEO, is above the cultural standards that define the organization. Enforcing those standards, even when it’s uncomfortable, is what separates companies that truly prioritize culture from those that simply talk about it.
This leadership shake-up also comes at a critical time for Kroger, which has been navigating the fallout of its failed merger with Albertsons. Culture alignment becomes even more important in moments of transition and uncertainty. When an organization is dealing with external challenges—regulatory battles, lawsuits, or financial pressures—internal stability matters more than ever. Employees look to leadership for consistency, trust, and a clear cultural north star. If that leadership falters, trust erodes, and the ripple effects can be profound. This is why companies must do more than articulate their cultural values—they must actively live them. Holding leaders accountable to those values is essential to maintaining credibility, reinforcing culture alignment, and ensuring that culture truly means results. Kroger’s next CEO won’t just be tasked with operational success; they’ll need to rebuild confidence in the company’s leadership and prove that accountability is more than just a policy—it’s a practice.
‘It was messy’: Federal workers ordered to return to offices without desks, Wi-Fi and lights
The chaos surrounding the federal government’s return-to-office mandate is a textbook example of what happens when workplace culture is ignored in favor of rigid, top-down directives. Ordering employees back into offices that lack basic necessities like desks, Wi-Fi, and even functioning lights sends a clear message: leadership is more concerned with control than culture alignment. A productive workplace isn’t just about where employees sit—it’s about creating an environment where they can do their best work. When workers are forced into spaces that aren’t ready for them, with no clear plan for how they’re supposed to function efficiently, accountability is missing at the leadership level. Culture is shaped by actions, not policies, and if those actions communicate disregard for employees’ ability to perform, engagement and morale will plummet.
The irony is that this chaotic return-to-office push is framed as a way to improve efficiency, yet it’s achieving the exact opposite. Instead of fostering collaboration and productivity, workers are left navigating logistical nightmares that make it harder—not easier—to do their jobs. Culture alignment means ensuring that the policies leadership enforces actually reflect the company’s stated values. If the goal is efficiency, then the work environment must support that goal, not undermine it. Employees take their cues from leadership, and if leaders fail to take accountability for the dysfunction they create, the cultural impact is inevitable: disengagement, frustration, and ultimately, attrition. A strong workplace culture isn’t about where people work—it’s about how they work, and right now, the government is proving that they haven’t thought that part through.
AI isn’t here to replace us…It’s here to challenge us.
In this episode of Culture Leaders, I sat down with Karalee Close, the Global Talent & Organizational Lead at Accenture, to discuss an essential question most leaders aren’t asking:
Are we using AI as a tool for growth, or are we letting it become an excuse for complacency?
Karelee believes that responsible AI is a competitive advantage. But here’s the kicker: most companies aren’t prepared to scale it responsibly.
We talked about everything from the evolving role of change management to why your middle managers might be the biggest obstacle to innovation.
If you’re ready to rethink how technology, leadership, and accountability intersect, this episode is for you.
Watch the full episode now.