1.  First, understand that this will take some time.  I've never seen any leader do a good job of vision creation in less than one month.  More often it takes three months or more.  There is just too much to think about, too much to find out about, too many starts and stops, and too many alternatives to consider to do it in a short time.  Make sure that you make steady progress - don't set this process aside for other priorities.  Get momentum going.      
2. Keep in mind that we are making a vision that will be the strongest possible motivator for your enterprise.  It is worth some time and effort!  Commit to it.
3. Make sure you know what you are; why does this enterprise exist?  Maybe you think it exists to make money, or to help people.  But, those values can only succeed if you serve human needs.  Write down the needs you expect to serve.  Be specific. 
4. Imagine the ideal customers, as though you could use a huge and comprehensive database to find such people.  Describe them.
5. Consider your current competitive strengths, weaknesses, opportunities and threats. Naturally, people are a big part of this analysis.  What are your own SWOTs, and what are the SWOTs of your people?  Write them down.
6. Think about ways to maximize your strengths, minimize your weaknesses, take advantage of your opportunities and overcome or avoid your threats in the world that will be in the future.  Write down all those actions. 
7. Now, consider what people might want from you in the future.  What will they need that you might provide?  Think ahead three years - next year, the year after, and the year after that.  Get all the help you can, both from inside and outside your organization.  Don't worry that you may be wrong!  Expect to change your mind!
8. Now Visualize.  Put it all together, your values (reasons for being,) the needs you will serve, the types of people who will need you, the improved strengths and the tolerated weaknesses and the greatest opportunities and the countered threats.  How will you be doing business then?  What will it be like for you and your people?  How will your customers feel about you?  What will be your financial condition?  That is your Vision!
9. Now you must share it with everyone affected by it, everyone who will contribute to it, everyone who has a stake in it inside your organization.  In the process of sharing, expect some changes to happen. 
10. Review your vision often.  I suggest every three months for the first three years.  Question everything.  Is your vision truly "attractive, worthwhile and achievable?"  This is where "tough mindedness" is absolutely necessary. If you do it right something will change every time you review it.

After sharing and feedback and the first review, put your Vision in a form that can be used throughout your enterpise as an internal guide for decision and action.  This statement should be the constitution and blueprint for your enterprise.  

    I surely would like to hear what you think about this process.

Bob