I think they were hesitant its not everyday that i

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"I think they were hesitant. It's not everyday that I ask them a question like that." "They were hesitant, dad, but not because they were shy. Don't you realize they don't know what we want Total to be ?rThey do not know what our vision for Total is." "Bah ...don't give me your management jargon. I don't care if they don't know of our "vision". We have done perfectly well over the last 73 years without your 'vision' thing," Deepak scoffed. "Those days, our executives just took orders from you and grandpa. But, today we are asking them to act like profit-centres: Don't you think having a common vision which everybody knows about will help ?" "Do you think Total got to where it is today without a vision ?" "No. But the vision is locked up inside the heads of people like you, me, and our top executives. We have not discussed its contours and documented a formal statement". MS-11 3
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"I don't know' Abhi, I would still trust my gut feel than go by some fancy vision statement. It looks good hanging from your office wall". "No, dad," Abhinav persisted. "It's just like you and I having our breakfast or dinner talks. Only, this time it will be communicated to all the employees in the company". "I don't feel comfortable about your management mumbo-jumbo. But we will do it anyway". The car pulled into the drive-way of their sprawling mansion. "Thanks, dad. Eventually, you'll see that it works." "I hope so, Good night, son". Next morning, Abhinav asked his four presidents-Srikant Suresh of Durables, Manoj Kohli of Switchgears, Guneen Roy of soaps and oils, and Ratika Sahai of Batteries-to join him in the conference room. Without much ado, he got to the point as soon as the meeting began. "Tell me something frankly. Do you think Total has a vision where it wants to go?" His audience of 4 was momentarily taken aback by the question. They looked at each other, before Guneen replied : "Of course, aren't all of us committed to making Total the best company in the industry?" There are two things involved here, Guneen. One, only you and I seem to know where Total is headed. And two, even we see the final goal differently. We have been so caught up with our day-to-day operations that we haven't articulated the big picture". "You are right, "Kohli said. "But how do you develop a vision, for a company that is as diversified as ours ?" Questioned Ratika. "Should we find a common thread that runs across all our businesses and build the vision around it, or develop separate vision statement for each of them?" "I think the unit-specific vision would make sense provided we were to spin off our divisions into separate companies, "Guneen said... "Given our current position, we should identify the unique set of skills that straddles the 4 divisions".
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