If executives are to create and use a vision effectively, they must develop a precise understanding of what this involves. In other words, they need a clear vision of vision. This Models & Methods article conveys a few of the major definitions and models of corporate visions. These agree on the basics, according to which a good vision defines what we stand for (values) and why we exist (purpose) and expresses what we aspire to become, to realize, to achieve (the envisioned future). In addition to the basic definitional issue, the article will consider and answer the following questions:
* Why engage in visioning?
* What are the hallmarks of an effective vision, and how do you go about creating one?
* What are the sources of problems in the vision process?
* How should you implement the vision?
* How does vision relate to mission and to values?
* At what point in the process of strategizing do you engage in envisioning?
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