How Government Executives Can Inspire Staff
Francis Wade dissects Jamaica's Vision 2030—one of the world's most comprehensive national development plans—to expose the fatal flaw killing strategic initiatives everywhere. Dr. Wesley Hughes designed it as "a covenant with future generations." Sixteen years later, insiders call it bureaucratic dread. The transformation reveals strategy's universal trap: organizations complete internal plans first, then retrofit alignment as a compliance afterthought. It's deciding to travel before determining why the journey matters. Wade's solution—reclaiming strategic voice through fundamental questions—works beyond government. Whether you're a consultant, corporate planner, or board member, this case study delivers the pattern recognition you need. The most valuable insight: humans overestimate short-term potential while underestimating long-term possibilities. Strategic initiatives achieve exponential impact toward timeline's end—exactly when most organizations abandon them. 5 Key Timestamps: [00:49] The Vision 2030 Paradox – How Jamaica's world-class 16-year national development framework—admired by private sector executives for its rigor—became a source of bureaucratic dread rather than inspiration for the 100+ agencies executing it [02:48] The Compliance Trap Revealed – The fundamental backwards thinking that kills strategic vision: why organizations complete internal plans first, then retrofit alignment to broader frameworks as a final "compliance check" afterthought [03:59] Three Questions That Reclaim Strategic Voice – The specific prompts government leaders (and corporate strategists) can use to break free from checkbox planning and reconnect with game-changing purpose [04:46] The Covenant vs. The Checklist – Dr. Wesley Hughes' original intent for Vision 2030 wasn't bureaucratic compliance—it was ensuring society wouldn't fail its children. How this principle applies to any strategic framework design [05:31] The Long-Term Momentum Secret – Why strategic initiatives often build exponential impact toward timeline's end (exactly when most organizations abandon them), and what this reveals about our systematic underestimation of long-term possibilities
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