Vision Defined

• Vision is the art of seeing things invisible

-Jonathan Swift
• The very essence of leadership is that you
have to have a vision. You can’t blow an
uncertain trumpet
-Theodore Hesburgh
• Story of three brick layers
• Story of Starfish
 HIERARCHY OF STRATEGIC INTENT

Most Fewest in
Integrativ Visio
Number
e n

Mission

Goals

Objectives

Most Plans
Most in
Specifi Numbe
c r
 Typical components of Vision: 8

The one found related with performance

Guiding Philosophy/ Tangible Image

Ideology

Purpose Mission
Core Beliefs &
Environment
Vivid
Values description

Collins ; at.el.1996
Never Change: timeless Changes as world evolves
 KEY ELEMENTS OF A MISSION STATEMENT

• OBLIGATION TO STOCKHOLDER. The most important stakeholder and

the relative emphasis placed on meeting the needs of various stakeholder
groups
• SCOPE OF BUSINESS. The areas in which the company will compete
defined by the customers served, the functions provided, and the technology
employed.
• SOURCES OF COMPETITIVE ADVANTAGE. The skills that the
company will leverage to achieve its vision; a description of how the
company expects to succeed in creating customer value and competitive
advantage.
• VIEW OF THE FUTURE. The anticipated regulatory, competitive, and
economic environment in which the company must compete.
 DEFINITION/SCOPE OF THE BUSINESS

What is
Who is being being
satisfied? satisfied?
Customer
Customer
Needs
Groups Scope/
Definition of
Business

How are the

customer
needs being
satisfied?
Distinctive
Abell’s Framework
Competencies for Defining Business
 The Three Stakeholders Group
People who are affected by a firm’s
Stakeholders performance and who have claims on
its performance

Capital Market Stakeholders

• Shareholders
• Major suppliers of capitals
{e.g. banks}

Product Market Stakeholders

• Primary Customer
• Suppliers
• Host communities
• Unions

Organizational Stakeholders
• Employees
• Managers
• Non managers
 Vision Components
Core Ideology
– Core Purpose: Reasons for being: Disney “to make people happy”
– Core Values & Beliefs: Disney values of “imagination and
wholesomeness”

Envisioned Future
– 10-20 years BHAG: Mission: “ambitious plans to motivate
employees”

– Vivid Description: make goals vibrant, engaging and tangible

 SONY IN THE 1950
• Core Ideology: Values
1. Elevation of Japanese culture and national status
2. Being a Pioneer-not following others, doing the impossible
3. Encouraging Individual ability and creativity

• Purpose
To experience the sheer joy of innovation and the
application of technology for the benefit and pleasure of
the general public
• BHAG
Become the company most known for changing the
world-wide poor-quality image of Japanese products
 SONY IN THE 1950
VIVID DESCRIPTION
We will create products that become pervasive around the
world. We will be the first-Japanese company to go into
the US market and distribute directly… We will succeed
with innovation that U.S Companies have failed at-such
as the transistor radio. Fifty years from now our brand
name will be as well known as any in the world, and we
will signify innovation and quality that rival the most
innovative companies anywhere. “Made in Japan” will
mean something fine, not so something shoddy.
 Why do Visions Fail?
• The walk does not match the talk
• Irrelevant to the environment or resources: Not
anchored in reality
• As if it is not a panacea
• Not a long-term view
• An ideal future irreconciled with the present
• Too abstract or too Concrete
• Lack of creative process: synthesis of non-linear
thoughts
• Poor management of participation
• Lacks sense of urgency and does not demonstrate early
success