We all dream. Thinking of a better place or time. It is what drives us as human beings to continually improve – we’re the eternal optimist. Though very few put into action the necessary steps to make their dream a reality. It is easy to look over at someone and say “I could have done that“, but the actuality is, you didn’t, they did.

The CTO role requires you to not only dream, but to take the necessary steps to make it into a real thing. In the corporate world, we don’t like to use the word “dream”, instead we call it a “vision”, though it amounts to the same thing.

We take a long hard look at the current environment, evaluating its strengths and weaknesses, and along with the current needs of the business, make an evaluation of whether or not expectations are being met. Are there major features missing, creating the business to miss out on untapped opportunities? Is the cost of delivery stifling forward momentum?

A vision does not have to be huge or revolutionary, but it should be more than just a single project. It should be something that is at least 6-18 months out, maybe more and require significant reorientation, change management.

It should have a primary focus, the very reason for its existence and be able to be described in a few sentences that everyone in the business can understand and get behind.

Next comes the hard part – and why you are the one in charge as the Chief Technology Officer – breathing life into the vision so it becomes a reality.

This involves detailed planning along with how much it is going to cost. Cost may not be a literal check that is written, but a diversion of existing resources to work on the plan. The plan should be detailed enough to highlight any obstacles in the way, milestones you are looking to hit, and the most important thing – what does success look like?

To know where the finish line is makes it easy for all to celebrate completion and to know how far away you are. It is okay for the line to move a little as execution begins, as more knowledge and discovery comes to light. However, it shouldn’t drift too much – you can’t set out to drive to San Francisco from New York, end up in Chicago, and claim success.

A vision may not necessarily come from you as the CTO – that may be from the CEO or the Board. Those are usually more broad in their definition as it involves the whole company. You will still need to take that vision, and translate it to your world on how are you to execute its delivery.

Achieving results is key, as it is quantifiable and shapes your ability to lead. It’s not just about how you begin, but rather how you follow through that truly reflects your success.

Make sure your vision, has a realistic path to completion. Without it, you are just another person, standing on the corner ranting about what could have been.