Building Vision - Building Your Companys Vision Harvard...

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Building Your Company’s Vision Harvard Business Review James C. Collins and Jerry I. Porras September-October 1996 An Overview The companies that enjoy enduring success have core values and a core purpose that remain fixed, while their business strategies and practices endlessly adapt to a changing world. Examples include Hewlett-Packard, 3M, Johnson & Johnson, Proctor & Gamble, Merck, Sony, Motorola, and Nordstrom. Truly great companies understand the difference between what should never change and what should be open to change, between what is genuinely sacred and what is not. This rare ability to manage continuity and change is closely linked to the ability to develop a vision. A well-conceived vision consists of two major components: core ideology and envisioned future. The core ideology is unchanging while the envisioned future is what we aspire to become, to achieve, to create. The core ideology consists of the core values and core purpose. Core values are the essential and enduring tenants of an organization, a small set of timeless guiding principles that require no external justification. To identify the core values of your own organization, push with relentless honesty to define what values are truly central. If you articulate more than five or six, chances are you are confusing core values (which do not change) with operating practice, business strategies, or cultural norms (which should be open to change). Upon evaluation, if circumstances changed and penalized us for holding a core value, would we still keep it? If we can’t honestly answer yes, then the value is not
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This note was uploaded on 08/09/2010 for the course MANAGEMENT SM501 taught by Professor Skukreja during the Spring '10 term at Heritage.

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Building Vision - Building Your Companys Vision Harvard...

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