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Chapter
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1
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Introduction
This chapter introduces the concept of vision and compares
it to a corporate statement of intent. It explains how a company
without a vision is likely to flounder, and discusses briefly
some of the benefits of having a strong vision. |
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2
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Definition
of Terms
Various definitions of "vision" are offered in this chapter.
It can be described as: a guiding philosophy and a tangible
image; a realistic, attractive, credible future for an organization;
what the organization will do in the face of ambiguity; and
a picture of a destination, the larger goal. The benefits
of vision and visionary leadership are also outlined.
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3
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Evolution
This chapter uses the achievements of twentieth-century business
visionaries to provide some context for the visions of today's
companies. Those discussed are Henry Ford, Konosuke Matsushita,
Alfred P. Sloan, Walt Disney, Leo Burnett, Akio Morita, Ray
Kroc, Thomas Watson, Jr., Sam Walton, Bill Gates, Steve Jobs,
Ted Turner, Jack Welch, Tim Berners-Lee, and Jeff Bezos.
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4
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The
E-Dimension
A chapter on the Internet and how dotcoms without a vision
have failed. The chapter also outlines the need for a vision
in e-business and discusses how the Internet changes companies'
relationships with their customers. Contents include: the
four stages of developing an e-business; how Cheap Tickets
has exploited the power of the Internet; how the Internet
is revolutionizing operations at Nestle personalization and
a sense of community at the US Mint. |
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5
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The
Global Dimension
The globalization of business brings extra responsibilities,
particularly in the area of ethics and social responsibility.
This chapter describes how the best companies, such as The
Body Shopare responding. It also considers: the benefits of
diversity; keeping communication of the vision consistent
throughout the company; and benefiting from local expertise.
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6
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The
State of the Art
A chapter on the various ways that visions are being developed
and used today. It covers: current research on vision; why
an organization needs a vision; the possible pitfalls of a
strong vision; how a vision can be used to communicate outside
the organization; and the need for a vision in mergers and
acquisitions. |
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7
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In
Practice
This chapter outlines case studies of companies that are using
their vision in compelling ways to make progress and achieve
success. The companies are Boehringer Ingelheim, a German
pharmaceutical multinational; Woodward Communications, a US
multimedia company; Innocent, a UK producer of fresh, natural
drinks; SK Group, a Korean conglomerate and Enron, a US energy
company. |
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8
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Key
Concepts and Thinkers
A chapter on the key concepts of vision and the most influential
thinkers in the field. The advice of various management writers
is outlined, including Warren Bennis, Rosabeth Moss Kanter,
Henry Mintzberg, and Peter Senge. The concepts described are
those such as: vision engineering; goals; mission statements;
vision retreats; scenario planning; and values statements.
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9
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Resources
This chapter outlines the arguments and suggestions presented
by the best authors on vision: James Collins and Jerry Porras,
Burt Nanus, and Peter Senge. There is also a list of useful
Websites. |
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10
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Ten
Steps to Making it all Work
Ten steps for developing and communicating a vision in your
organization. Decide who to involve in developing the vision.
Establish where you are now. Establish possible directions
for the organization. Choose the vision.Decide on a communication
strategy. Ensure that management behavior is consistent. Establish
feedback mechanisms. Allocate the necessary resources to make
the vision happen. Reward behavior consistent with the vision.
Check periodically that the vision still holds true.
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