Vision Deployment Matrix (VDM)
When faced with complex issues, the potential of an organization can be diminished due to lack of
alignment in how the organizational population sees their world.
As more organizations are involved in mergers and acquisitions, the potential for “mixed-cultures” is
increased, thereby, decreasing the potential for alignment.
The Vision Deployment Matrix creates the opportunity to increase alignment by surfacing the multiple
dimensions of how we perceive our organizations.
Using the Vision Deployment Matrix can mitigate the potential negative impacts of merging multiple
cultures due to mergers and acquisitions.
The Vision Deployment Matrix creates a framework for increased buy-in to organizational initiatives.
In February, 1995, Daniel Kim published an article in The Systems Thinker titled Vision Deployment
Matrix: A Framework for Large-Scale Change.
The article referenced how, by using a relatively simple matrix format, an organizational population
could have the opportunity to better understand the multiple dimensions of a future vision. By
enhancing their level of understanding, the potential for achieving the vision would be increased.
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Vision Deployment Matrix
Desired Future
Reality
Current
Reality
Gaps or
Challenges
Vision
What do we believe the
organization needs
to look like
In the future?
Mental Models
What are the beliefs
and assumptions that
will be congruent with
the vision?
Systemic Structures
How can we create
structures that will be
consistent with those
beliefs?
Patterns
What patterns of
behaviour do we want
the structure to
produce?
Events
Can we describe
tangible events that
would indicate the
vision has been
achieved?
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Action
Steps
Indicators
of Progress
VDM – definition of terms
Vision - a clear picture of what an organisation will look like in the future.
Mental Models - the beliefs and assumptions that guide our actions, i.e. how we believe the world works.
Systemic Structures - the explicit and implicit policies and procedures, the stated goals of an organisation, physical layout,
and the physical capacity of the organisation.
Patterns of Behaviour - the organisational behaviours that are visible over time.
Events - the tangible, visible things that are seen in organisations.
Desired Future Reality - what we want the organisation to look like in the future.
Current Reality - what the organisation looks like today.
Gaps or Challenges - the difference between the Desired Future Reality and the Current Reality.
Action Steps - what can be done to close the gap between the future and the current realities.
Indicators of Progress - the visible ways in which an organisation will be able to see that the action steps have produced the
desired results.
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