Success in Sight: Visioning

Rating:
Summary: Many ideas for improving performance
Review: This book provides an overview of vision, visioning, leadership and examples of successful leaders but the authors warn us that little or no learning can be transferred from one organization to another because each requires its own distinct approach. Of all strategic management tools, visioning is usually rated first but satisfaction with its use receives a lower rating because a sound platform on which to grow a vision was missing. Visioning is the process by which leaders can articulate the future directions they wish to pursue, focusing on the future of the organization and its role in society. Forming a vision is a complex procedure involving a sophisticated process of discerning and equally sophisticated negotiations with all key stakeholders who need to be involved in achieving the vision. A motivating vision or one that produces "creative tension" implies innovation, departure from past practice and different organizational capabilities. In order to overcome indifference and resistance that major innovation provokes, a champion is required to identify the idea as his own, to promote it actively through informal networks and to risk his position and prestige to ensure the innovation's success. The champion must have the capacity to inspire and enthuse others with his vision of the potential of an innovation. A good place to start is to agree on what has been done well and what the group wants to continue to do well. A well-prepared vision should spontaneously help individuals to take decisions and free people to take initiative. The authors provide guidelines for promoting a shared perspective and generating a corporate vision.

One chapter is devoted to Allen Sheppard and GrandMet where the goal was to take a successful company, ensure it continued to be successful, and make it even more successful. Often this situation is more difficult than a typical turnaround, because people do not see the need to change. The top group developed a set of criteria for a vision statement that was so far reaching that it could not be publicized for two years but it led to the sale of 25 companies and the acquisition of Pillsbury. Another chapter presents the remarkable success story of Toray Industries and the role visioning played in its transformation in the decade from 1987. Describing the way in which vision works, H. Maeda said, "We keep the image in our minds at all times when we take decisions on various business matters. Keeping the picture of our company in say, ten year's time, we decide on management strategy and business policy. In a company of this size, the leadership of the president is absolutely crucial. He must be able to exercise his leadership at a fairly practical level, and have a management philosophy as well as an ability to manage. Another important quality he needs is the ability to win the hearts and minds of all employees and to inspire them to focus on the shared goal. I believe that a CEO must be prepared to hear everyone's views, let them discuss thoroughly matters that are important to management, and get totally involved in the process of building up consensus among directors. This will ensure that the future direction of the firm will become firmly established on shared values, but the important point is that there must be constant effort on the CEO's part to create and maintain a forum at which all directors can express their views freely to the CEO. There are many facets to leadership, but to put it simply, it is the ability of the leaders to anticipate what is coming, and the possession of the sense of balance in their judgement." Few people will read this book and not come away with ideas for improvement.