Saturday, November 07, 2026
Haven't paid yourself properly in months and haven't said so out loud? You're far from alone, and the silence is doing more damage than the number itself.
Last updated 14 November 2026. Published by Simple-Growth (Motherbase Limited). Survey market: United Kingdom.
Most owners can describe next quarter in detail: the pipeline, the hires, the number they're chasing. Ask the same owner to describe the business in five years and the answer goes soft fast — "bigger," "more established," "running itself." That gap is common, and it is costly.
A 2026 UK study by Menzies, conducted with Censuswide among 500 senior business leaders at firms with 50 or more staff, found that 55% do not maintain a long-term strategy of five years or more that they review regularly. Over a third, 35%, said they need a clearer long-term vision or roadmap. Fifteen percent admitted they rely solely on short-term reactivity instead of structured planning, and 7% were unsure when their last formal strategy session took place. These are larger firms than most SMEs, and the survey is UK only, so read it as a signal, not a New Zealand or US benchmark.
Call it the Agility Excuse. Ask most owners why they don't have a fixed long-term vision and you won't hear "I haven't thought about it." You'll hear something that sounds like wisdom: "we stay agile," "we don't want to be locked in," "things change too fast to plan five years out."
It sounds like discipline. It's often an excuse dressed up as one.
Real agility means you can change course quickly while still knowing which direction "forward" is. Without a fixed point to navigate toward, "staying nimble" isn't a strategy — it's drifting, with good posture. The Menzies survey does not say which firms decide better, but it does show how many leaders have no regularly reviewed long view to check today's decisions against.
This matters more for an SME than it does for a large corporate. A big business can survive a few years without a clear long-term direction because scale buys time to correct course. A 10-person business has less room. Every decision an SME owner makes this month — who they hire, what they price, which client they chase — either compounds toward something, or it doesn't. Most owners have never written down what the "something" actually is.
Here's what I use with Simple-Growth clients building a real vision, not a poster for the office wall.
1. Write the business, five years out, in one sentence. Not a page. Not a deck. One sentence, with a date and a number in it: "By March 2031, this business turns over $4 million, needs me for fewer than 20 hours a week, and runs three locations without me in the room." If you can't fit it in one sentence, it isn't specific enough to be useful yet.
2. Run this quarter's real decisions through it. Take the hire you're about to make, the price you're about to raise, the client you're about to chase. Ask directly: does this move the sentence closer, or further away? If you genuinely can't tell, the sentence still needs more detail, not more inspiration.
3. Say it out loud to someone outside the business, every month. Not to inspire them. To test it. A vision that sounds absurd when spoken to a trusted outsider needs revising. A vision you're embarrassed to say out loud probably isn't ambitious — it's vague.
This isn't a motivational exercise. It's a decision filter. The sentence either changes what you say yes and no to this week, or it's decoration.
“He really got our vision from the beginning and has been a huge help in putting together a clearer plan and strategy for the next five years. Working with Kevin D’Ambros-Smith has given us the space to pause and reflect — on where we are now, where we want to be and how we get there.”
— Gabby Kirk, Papier Hq
That is one client's experience, not a promise of your result.
Most owners already sense, somewhere, that they should have a clearer picture of where the business is heading. Very few actually sit down and write the one sentence. Not because they're careless — because it's uncomfortable. A number and a date in writing can be wrong in a way that "we're growing" never is. There's also no external pressure to do it: nobody chases you for a vision statement the way a bank chases you for a loan repayment.
That's the gap an outside coach can close — not writing the sentence for you, but being the person who asks, every quarter, whether this month's decisions actually moved you toward it.
In a 2026 Menzies and Censuswide survey of 500 senior leaders at UK firms with 50 or more staff, 55% said they do not maintain a long-term strategy of five years or more that they review regularly. The sample was larger firms and UK only, so it is not a New Zealand or US figure.
You write the business five years out in one sentence with a date and a number, test this quarter's decisions against it, and say it aloud to someone outside the business each month.
They are not opposites. Changing course quickly works best when you know which direction forward is. The survey does not say which firms decide better.
Check it against your real decisions every quarter, and say it aloud to an outsider monthly. Revise it when a decision cannot be tested against it.
Sources (opened 14 November 2026): International Accounting Bulletin via Yahoo Finance, more than half of UK firms lack long-term strategy, 14 May 2026 (United Kingdom; Menzies research); Consultancy.uk, 1 June 2026 (United Kingdom; survey by Censuswide for Menzies, 500 senior leaders at firms with 50+ employees). Fieldwork dates were not stated in either report. Last updated 14 November 2026.
Ready to write your own one-sentence vision — and the 90-day plan that actually moves you toward it?