Collins & Porras- Building Your Company's Vision

Collins & Porras- Building Your Company's Vision -...

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Building Your Company's Vision http://harvardbusinessonline.hbsp.harvard.edu/hbsp/hbr/articles/article. ... 1 z 11 2007-07-08 17:50 James C. Collins is a management educator and writer based in Boulder, Colorado, where he operates a management learning laboratory for conducting research and working with executives. He is also a visiting professor of business administration at the University of Virginia in Charlottesville. Jerry I. Porras is the Lane Professor of Organizational Behavior and Change at Stanford University’s Graduate School of Business in Stanford, California, where he is also the director of the Executive Program in Leading and Managing Change. Collins and Porras are coauthors of Built to Last: Successful Habits of Visionary Companies (HarperBusiness, 1994). Building Your Company’s Vision by James C. Collins and Jerry I. Porras We shall not cease from exploration / And the end of all our exploring / Will be to arrive where we started / And know the place for the first time. T.S. Eliot, Four Quartets 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. The dynamic of preserving the core while stimulating progress is the reason that elite institutions able to renew themselves and achieve superior long-term performance. Hewlett-Packard employees have long known that radical change in operating practices, cultural norms, and business strategies does not mean losing the spirit of the HP preserving the ideals embodied in its credo. In 1996, 3M sold off several of its large mature businesses—a dramatic move that surprised the business press—to refocus on its enduring core purpose of solving unsolved problems innovatively. We studied companies such as these in our research for Built to Last: Successful Habits of Visionary Companies and found that they have outperformed the general stock market by a factor of 12 since 1925. Truly great companies understand the difference between what should never change and what should be open for change, between what is genuinely sacred and what is not. This rare ability to manage continuity and change—requiring a consciously practiced discipline—is closely linked to the ability to develop a vision. Vision provides guidance about what core to preserve and what future to stimulate progress toward. But vision has become one of the most overused and least understood words in the language, conjuring up different images for different people: of deeply held values, outstanding achievement, societal bonds, exhilarating goals, motivating forces, or raisons d’être. We recommend a conceptual framework to define vision, add clarity and rigor to the vague and fuzzy concepts swirling around that trendy term, and give practical guidance for articulating a coherent
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Collins & Porras- Building Your Company's Vision -...

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