Vision, Strategy, and Objectives
Each person should act as a CEO of the roles and realms they steward. Along those lines, it is useful to articulate a vision, strategy and objectives for the role. At the same time, that vision, strategy, and objectives should work in the context of the vision, strategy, and objectives of the company generally, and importantly the vision, strategy, and objectives of the adjacent roles and realms.
The way to do this is straightforward.
The mission of a role is pre-articulated in the Role Interface (as the purpose of the role). The tactics are also pre-articulated in the Role Interface (as the accountabilities of the role). What is missing is a vision (the desired future state of the world if the role is well executed), a strategy (an overarching set of patterns governing the path to that future state), and objectives (near and mid-term goals). The Role Steward is responsible for setting these.
A good way to do this is for each person to write a vision statement for the roles they steward — what does the world look like if this role is executed well. Each person should also write the strategy and objectives in the form of patterns — what is the context, problem, discussion, solution, related patterns. Objectives should be clearly measurable, with clear dates associated with their aimed time of accomplishment (see, Measure What Matters for more context on objectives). Both before and after writing, they should seek advice broadly through the advice process, especially from the stewards of the parent realms and subrealms and the roles within their realm. For the vision statement, they can do this once at the beginning or later on as the vision emerges, and then update annually or as needed. For strategy patterns, they can do so as a strategy emerges. For objective patterns, they should do so quarterly or monthly.
Treat each person as if they were the CEO of each the roles that they steward, writing a vision statement, a (quarterly or monthly) set of objective patterns, and a set of strategy patterns as they emerge. Before and after writing these, they should seek advice, particularly from the stewards of adjacent roles and realms, and parent and child realms.
The objectives become a key aligning force for the organization, but only if they are regularly communicated broadly, and also used in the context of self-reflection and feedback. Accompany the objectives with a ritual reviewing and communicating the objectives, for example in the Town Hall meeting and the Advice process meetings. Refer to OKRs in individual Regular Self-Reflection, in Regular 1:1s, and in Continuous Feedback.