Vision: How leaders develop it, share it, and sustain it

Abstract

Business Week made the topic of its Presidents' Forum; the Malcolm Baldrige National Quality Award builds one of its seven quality pillars around devoted to vision. In this work, corporate planning consultant Joseph Quigley takes readers into the heart of the visioning process, explaining what vision is and how to get it, and showing why this easily learnable discipline is fast becoming a crucial leadership skill for any organization seeking a strong new direction in the 1990s. The book reframes the strategic planning process for today's new breed of business leader whose concerns are ethics, innovation, powerful leadership, continuous change and getting results fast. It shares a participative process that planners, CEOs and middle managers everywhere can use to develop their own distinctive corporate vision - one that promotes team commitment, continuous improvement and esprit de corps. Validated in companies with 50 to 50,000 employees, the visioning process is shown in action from concept to execution, including: demonstrating the values that really drive business decision making; effectively communicating these values to employees to instill belief and personal commitment; writing a mission statement that makes the vision concrete; and linking the overall vision with strategic planning, organization, incentive compensation and corporate communications.