Conclusion: From Corporate Vision to Action

We come now to the extraction of vision from the depths of the organizational subconscious (similar principles apply to the individual), and to its subsequent and cumulative conversion into action.

  • Uncover the historically based vision of the company, as reflected in: (a) the origins of its natural culture and economy; (b) the historical roots of the product and technology; (c) the founder's underlying motives and psychology.
    • What powerful and captivating vision has emerged out of your company's unique cultural, economic, technological, and personal heritage? How can it be stated and visually represented in the word and picture language of uplift and idealism? How might it serve as a ‘meta-vision’ to embrace each of your people's own personal visions?
  • Relate the acquired vision to an underlying context, thereby discovering its meaning or significance.
    • What unique cultural and economic context, in the pattern of geographical space and historical time, marks your evolving enterprise?
  • Structure and conceptualize the union between vision and context, thereby defining the product and organization in practical terms.
    • What particularly appropriate principles and structures of management and organization have you developed in your company?
  • Harness the will and motivations of your people to drive the company forward, committed to profitable growth, so that the resources can be acquired to put its principles into practice, to fulfil the ...

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