The Target Vision: Why a feature list is not a compass
Anyone who starts without a clear goal should not be surprised to end up somewhere else entirely. Many companies make a classic mistake here: they confuse detailed route planning with the actual destination. But while a rigid plan collapses at the first obstacle, a real target vision gives the crew orientation even in stormy times.
A viable target vision is not a static requirements document, but a strategic framework that rests on six pillars:
The 6 pillars of the target vision
Mission & vision
What do we want to achieve in business terms over the long run? The vision is the fixed star, not the checklist for the next sprint.
Markets & stakeholders
In which sphere are we playing? Who are the target groups and which barriers do we need to solve for them? We at Shopmacher rely on data here, not on intuition.
Benefit & added value
Which concrete problems do we solve for the user? A good target vision thinks from the experience, not from the feature catalog.
Priorities & scoping
What is the entry requirement and what is just "nice to have"? Anyone who builds everything at once finishes nothing.
Success criteria (KPIs)
How can we measure that we are on course? Who gets to judge success?
Framework conditions
Budget, time and technical limits are not obstacles, but the rules of the game. A goal without limits is just a pipe dream.
The maturity check: Pipe dream or real initiative?
Does everyone involved in your project really know when the mission is accomplished? Do the check:
The four maturity levels
Goals are barely documented. Total costs (TCO) are only roughly calculated.
First definitions exist, use cases are partly known, a rough prioritization is in place.
All core points and KPIs are documented. The economic TCO assessment is complete.
A fully aligned target vision that is technically and economically viable. Accepted by all stakeholders.
Close the "gap to good"
A clear target vision minimizes risks and makes success plannable. When key cornerstones of your initiative are not yet clear enough, the risk of the guesswork trap rises. A target-vision workshop helps turn a vague idea into a realizable plan with real traction. Only those who know where they want to go can make decisions that make sense today and are still viable tomorrow.
Checklist: Is your target vision stable?
Can all stakeholders describe the project goal identically in two sentences?
Have we defined clear metrics (KPIs) that go beyond "go-live"?
Do we know exactly what we will not build in the first step (scoping)?
Is our target group analysis based on data or on assumptions?
Is the target vision compatible with our budget and technology roadmap?
The other perspectives:
01
Crew perspective: Who does what, how and when?
This is not about org charts, but about real role clarity. Who decides what? Who contributes? What does the communication matrix look like? Commitment only emerges when the "you take him, I've got him covered" principle is replaced by clear responsibilities.
02
The starting point: Where do we stand right now?
A project never starts on a greenfield. An honest inventory of the existing systems (ERP, PIM, CRM), data flows and processes is mandatory. When documentation is missing and only "legacy knowledge" exists in the heads of individual employees, that is a massive project risk. And who in a project has not, at some point, gotten the answer to a question: "Only Klaus knows that, and he's out today."
04
Solution path: How do we build the bridge between actual and target state?
This perspective identifies the concrete differences between the current state and the target vision. It translates the black box "project" into a comprehensible roadmap with stages, decision points and clear next steps.
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