Abstract
The findings of research into corporate vision in the foundation of the modern hospice movement in Britain are reported. A definition of corporate vision is offered. Means of establishing the relative feasibility of visionary projects are explored. Measures relevant to feasibility are identified. Attitudes of hospice founders towards financial targets and leadership patterns are shown to be counter-intuitive. A test based on application of these findings is assembled, showing an indication of feasibility, and a correlation between the test scoring and time to completion. The only known example of a failed hospice is well separated from those which have succeeded. The application of the test to two later projects is discussed, and predictions made about feasibility and possible completion dates. Copyright © 1999 John Wiley & Sons, Ltd.
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