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Building Your Company’s VisionBy James C. Collins and Jerry I. Porras

 The most successful companies have historically been those, who have ed

core values and core purpose and their business practices and strate!ies haveevolved with a chan!in! world. The dynamic has been preservin! the core and

stimulatin! pro!ress. The writers have found that such companies outperform

the !eneral stoc" mar"et by a factor of 1#, since 1$#%.

&ision provides the !uidance about what core to preserve and what future to

stimulate towards. ' well(conceived vision statement can be described in

followin! components)

Core Ideology

It describes the endurin! character of an or!anisation. The idea here is that it is

more important to "now who you are, than where you are !oin!, for where you

are !oin! chan!es with the world around you. It endures as a source of !uidance

and inspiration.

Core &alues

• *e+uire no eternal ustication- have intrinsic value and importance to

those inside the or!anisation.

• ' !reat company decides for itself what it values to be its core, lar!ely

independent of current environment, competitive re+uirements, or

mana!ement fads.

• Companies tend to have few core values, usually between three to ve. If

you are ecessively articulate, you may confusin! it with strate!y,

practices or norms.

Core Purpose

•  The or!anisations reason for bein!.

• Purpose should not be confused with specic !oals or business strate!ies.

• Purposed can never be fully realised means that an or!anisation can never

stop stimulatin! chan!e and pro!ress.

• /or e!. 0 denes its purpose not in terms of adhesives and abrasives but

as the perpetual +uest to solve unsolved problems.

• 2ote that none of the core purposes fall into the cate!ory of 3 maimisin!

shareholder value4

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Core ideolo!y cannot be created, it must be discovered. The authenticity,

discipline and consistency di5erentiates visionary companies from the rest of the

pac". Identifyin! core values and purposes is not an eercise is wordsmithery.

'lso, do not confuse the concept of core ideolo!y with core competence.

Enisioned !u"ure

&ision(level B6'7

• Bold missions 3 the Bi!, 6airy, 'udacious !oals are a powerful way to

stimulate pro!ress.

• It en!a!es people, reaches out to them and !rabs them. It is tan!ible,

ener!isin! and hi!hly focussed.

• ' vision(level B6'7 applies to the entire or!anisation and re+uires about

18 to 08 years of e5ort to complete.

&ivid 9escription)

' vibrant, en!a!in!, and specic description of what it will be li"e to achieve the

B6'7.

 The idea is to paint a picture with words.

9o not confuse core ideolo!y with envisioned future- more specically, do not

confuse ideolo!y with B6'7. Core purpose is the reason the or!anisation eists

in the rst place. It ma"es no sense to analyse whether the envisioned future is

the real one. To create an e5ective envisioned future a level of commitment is

re+uired.

 The :We’ve Arrived Syndrome’  3 ' complacent lethar!y that arises once an

or!anisation has achieved one B6'7 and fails to replace it with another. ;!.

2'<' post the moon landin!. 'n envisioned future is helpful to an or!anisation

only as lon! as it has not been achieved.