What’s Happening?!What’s Happening?!
Venture funding in Silicon Valley 22% in the 4th quarter--$1.7 billion.
Venture capitalists are moving from trying to save older, struggling companies to investing in youngest start-ups—the ones most likely to hire new people.
“These are the kinds of jobs that won’t be leaving the country.”
Andy Grove’s Five Key PrinciplesAndy Grove’s Five Key Principles
1.1. Enjoy your work.Enjoy your work.
• It is impossible to like all of it.It is impossible to like all of it.
• Most people will like their work if they feel Most people will like their work if they feel that what they do makes a difference.that what they do makes a difference.
2. Be totally dedicated to the end result.
• Not how you got to it.
• Or whose idea it was.
• Or whether you look good or not.
Andy Grove’s Five Key PrinciplesAndy Grove’s Five Key Principles
4. Be straight with everyone.4. Be straight with everyone.
3. Respect the work of all those who respect
their own work.
5. Always, when stumped, stop and think your way
through to your own answers.
Course ScheduleCourse Schedule
Section I and II of ATP is due a week from this Thursday.
Midterm exam pushed back to Thursday, Feb. 12.
Midterm exam clinic on Thursday, Feb. 5 at 6 to 7 PM.
Who is paying federal taxes?Who is paying federal taxes?
To be in the top 25% of all tax payers you need to earn:
$52,965.
To be in the top 50% of all tax payers you need to earn:
$26,415
Who is paying federal taxes?Who is paying federal taxes?
Percentiles Share of AGI % of Fed. Taxes Paid
Top 1% 19.5% 36.2%
Top 5% 34.0% 55.5%
Top 10% 44.9% 66.5%
Top 25% 66.5% 83.5%
Top 50% 86.8% 96.0%
Bottom 50% 13.2% 4.0%
Chapter 5 Summary Chapter 5 Summary
Information Systems Can Redefine Competitive Boundaries
Chapter TopicsChapter Topics
A. Interorganizational Systems
B. Strategic Business Alliances
C. Electronic Data Interchange (EDI)
(extranets versus EDI)
With an added dose of globalization.
Interorganizational SystemsInterorganizational Systems are defined as automated
information systems shared by two or more companies.
Enhance business relationships. Establish strategic alliances. Gain efficiencies. Gain effectiveness. Lower cost of doing business.
Interorganizational System Interorganizational System GoalsGoals
Efficiency
Effectiveness
Competitive Advantage
Interorganizational SystemsInterorganizational Systems Is this just another name for outsourcing?Is this just another name for outsourcing? Is there any difference between sending work Is there any difference between sending work
from Santa Cruz to San Jose and sending it from from Santa Cruz to San Jose and sending it from Santa Cruz to Bombay?Santa Cruz to Bombay?
According to Gartner, 10 per cent of info tech jobs with US based technology companies will be based in countries in emerging markets by the end of 2004.
The trend is not new and may be overstated.
It is unlikely that the federal government will do anything to limit or ban outsourcing.
Strategic AlliancesStrategic Alliances
How (why) do they work? Companies bring strengths to the alliance
table. Alliances create long term advantages. Alliances drive business growth. Alliances often represent a difficult
transition.
Strategic AlliancesStrategic Alliances
Why establish a strategic alliance? To build a combined capability that makes it a
stronger competitor. Extended enterprise against the competitor’s
extended enterprise. Difficult, costly and risky to try to deal with the
challenges of a global business.
EDI EDI Electronic Data Interchange (EDI) (Predecessor to extranets)
Exchange of routine business transactions in a structured computer-processed format. Traditional applications included purchasing, pricing,
scheduling, payments and financial reporting.
Why stay with an EDI system?Why stay with an EDI system?
1. It is established and proven.
2. The network costs are not large enough to justify switching to an extranet approach.
3. There are other priorities within the organization.
Global MotivationGlobal Motivation
Offense/Defense—Opportunities/Threats
Global economies of scale to recoup R&D and capital costs.
Build and strengthen global brands—economies of scope.
If your competitors have established a global position do you really have a choice as to whether you should also compete on a global basis?
Acknowledge the better standard of living and increased mobility of a greater number of people in countries around the world.
Possible Exam QuestionsPossible Exam Questions
1.1. Explain the term extended enterprise and the Explain the term extended enterprise and the possible benefits for a company in establishing a possible benefits for a company in establishing a competitive position.competitive position.
2.2. Explain and contrast the current extranet Explain and contrast the current extranet emphasis with the more traditional EDI emphasis with the more traditional EDI approach.approach.
Chapter 6 IntroductionChapter 6 Introduction
Business VisionBusiness Vision
By Steven Levchenko
Section IISection IIThe Company EnvironmentThe Company Environment
•Business Environment Specific Industry
•Enterprise EnvironmentThe Company Itself
•IT EnvironmentUsed for competitive advantage
Business Success
Business VisionBusiness Vision“To carry out its work, the organization needs from its leader a clear statement of its vision and strategy.”
Max DePree,
Herman Miller, Inc.
Business VisionBusiness Vision
The primary intent of this chapter is to position vision as the The primary intent of this chapter is to position vision as the
starting point in directing, posturing and running a business.starting point in directing, posturing and running a business.
Two company examples are provided:Two company examples are provided:
USAAUSAAWhirlpoolWhirlpool
The major point to remember is that vision triggers the entire business and information technology management process.
Bu
siness V
ision P
rocessSensing Opportunity
Strategy
Agreement/Commitment
Vision
Tactics & Business Plan
Implementation
Feedback
Leadership
LeadershipLeadership
A major premise of this course is that successful A major premise of this course is that successful
companies are the result of good leadership in two forms:companies are the result of good leadership in two forms:
1. Companies need to be run well from an
operational standpoint.
2. They also need to be well directed and this is
accomplished through an effective vision that is
communicated throughout the organization.
Chapter 6Chapter 6
Business VisionBusiness Vision
CEO Job DescriptionCEO Job Description
The primary job of a CEO is deal with the long-term viability of the business.
Leaders combine vision with communication that leads to a shared purpose.
A leader sets the vision which is different from being a visionary.
The essence of competitiveness isvision, leadership and a hunger to succeed.
P. R. VagelosChairman and CEOMerck
A Business Vision
• A vision is a photograph of the future.
• It is a self-image that deals with what the business wants to look like over the long range future.
• Business visions are realistic, credible and attractive to people within the organization.
Jack Welch Vision for GEJack Welch Vision for GEHis vision was for GE to become the most competitive enterprise on earth.
He wanted to create a small company spirit in a big company body, to build an organization out of an old line industrial company that would be high spirited, more adaptable, and more agile than companies one-fiftieth the size.
He wanted GE to be a company where people dared to try new things—where people felt assured in knowing that only the limits of creativity and drive, their own standards of personal excellence, would be the ceiling on how far and how fast they move.
Larry Ellison Vision for OracleLarry Ellison Vision for Oracle
To be the world leader in providing software applications over a network and hardware designed and priced to serve those needs.
Ellison suggests that the software industry as we know it today will vanish and be replaced by a service industry.
Microsoft Vision
Empower people through great software, anyplace, any time and on any device.
ValuesBeliefs
Principles
VisionMission
Goals
Culture
Objectives and
Measurements
Strategies
Tactics
Authorityand
ResponsibilityBusinessPlan
George Bush: The Vision ThingGeorge Bush: The Vision Thing
His inability to grasp "the vision thing" was an important part of
George Bush's undoing in the '92 election; but he's not the only
one to have a hard time articulating wishes and dreams for the
future.
Organizations are frequently brought to crisis by conflicts over
basic issues of mission, values, and vision.
Without these basic agreements in place, no organization is truly
viable.
Mission, values, and vision are the glue that holds an organization
together.
Gerstner’s Lack of Vision for Gerstner’s Lack of Vision for IBMIBM
Lou Gerstner caused a stir at his first major press
conference when he declared that the last thing IBM
needed was to proclaim a grand vision.
Gerstner proceeded to focus on cost-cutting and
other management issues and proved the vision-
hungry pundits wrong.
Culture ChangeCulture Change
Changing IBM's culture was Gerstner's most challenging
long-term task. Early in his tenure, he told employees,
“We've lost $16 billion in the last three years; Fortune
magazine says we're a dinosaur.
Don't you think we ought to change?
It's pretty obvious what we're doing isn't working."
Gerstner ApproachGerstner Approach
Gerstner constantly asked managers, "What are your
customers telling you?
Do you understand your market?
Have you segmented your market?"
Managing change in the fast-paced technology business
is extremely challenging and difficult to master.
Gerstner ApproachGerstner Approach
He managed IBM like the customer that he used to be.
He had major discipline in how he used his time.
He shifted IBM’s primary focus from hardware to services and from mainframes to the Internet and software.
Executive VisionExecutive Vision
If a company has restructured where do they turn for business performance and financial improvement?
Job experience can easily count more than intuition.
A broad grounding in a particular industry is a prerequisite to successful direction setting.
Visionaries can draw a conceptual roadmap to some imagined future.
The most important thing that I have learned is that the time for a business to go from chump to champ to chump used to be two to three decades and now it is five to seven years.
Bill McGowanFormer CEO of MCI
VisionStrategyTactics
Business Plan
• Competitive Options• Roles, Roles and Relationships• Redefine and/or Define• Telecommunications
as the Delivery Vehicle• Success Factor Profile
A Systematic Approach
A Shared Vision Positions IT
1. Achieves Strategic Synergy.
2. Puts the Onus on the Owners.
3. Leverages Learning.
4. Extends Externally.
5. Chucks the Organization Chart.
6. Indulges in Information.
7. Makes a Bee-line for Benefits.
““The Vision Trap”The Vision Trap”
Grand, abstract visions can be too inspirational.
The company may wind up making more poetry than products.
Gerard H. Langeler
President, Mentor Graphics
Sensing Opportunity
Vision
Strategy
Tactics and Business Plan
Agreement &Commitment
Implementation(Action)
Feedback
The Vision to ActionProcess
Figure 6-1
Vision ExamplesVision Examples
• Robert McDermott at USAA
• David Whitwam at Whirlpool
• Peter Lewis at Progressive Corp.
• Gil Amelio at National Semiconductor
If Starting TodayIf Starting Today
Robert McDermott, USAA Jack Welch, General Electric
David Whitwam, Whirlpool Jeff Bezos, Amazon.com
Peter Lewis, Progressive Corp. Charles Schwab, Schwab & Co.
Michael Dell, Dell Computer Sam Walton, Wal-Mart Stores
Fred Smith, Federal Express Meg Whitman, eBay
Louis Gerstner, IBM Akio Morita, Sony
Lee Kuan Yew, Singapore, Inc.
USAAUSAA• Financial Services Company.
• Headquartered in San Antonio, Texas.
• A member owned association.
• Started by Army officers who had difficulty getting insurance.
• Historically managed by former military officers.
• Top-rated for customer service and financial
performance.
Information systems are strategic weapons, not cost centers.
Robert F. McDermott, Former USAA CEO
• Increased assets from $207 million to $8.5 billion. • Grew customer base from 650,000 to 2.4 million.
• Significantly increased the level of customer service.
• Broadened the product base.
• Decreased the high annual employee turnover rate.
• Redefined the business from a property and casualty insurance company to a financial services organization.
McDermott LeadershipMcDermott Leadership
USAA Vision 2000An Events Oriented Organization
Needs WantsMember (Customer)
Key Points Security Quality Asset of Life Management
Supporting Insurance Consumer FinancialSystems Products Services Services Products Products
Figure 6-2
USAA’s ultimate goal is to manage its customer relationships and not its individual products.
How does this relate to information systems?
USAA VideotapeUSAA Videotape
USAA Products and ServicesUSAA Products and Services
So integrated that members lose
something if they go elsewhere.
1. Customer Convenient
2. Operator Efficient
3. Cost Effective
USAA Business and IS GoalsUSAA Business and IS Goals
Information Systems StrategiesInformation Systems Strategies
• Executive Partnership
• Strategic Architectures
• Technology Experimentation
• External Resource Leverage
• Technology Assimilation
• Horizontal Integration
IT at USAAIT at USAA
• 28,000 workstations for 22,709 employees.• 7 mainframe computers.• 750 client server systems.• Own and operate a communications company.• 4,300 AT&T Trunk Lines: 94 million annual
telephone calls representing 90% of business transactions.
• 1,300 Information Systems people. (ITCo)
12/31/99
USAA Image Processing
Direct AccessStorage Drive
Document DatabaseDirect AccessStorage Drive
Token Ring LAN
StorageManager
FolderManagementApplication
A
P
I
A
P
I
InnerServer
API
On-line Optical Disks
Service RepresentativesM
ailr
oom
ScannerImage Workstation
Application Workstation
Image Workstation
ApplicationWorkstation
Optical StorageLibrary
(Not On-line)
][
Mainframe Computer
Figure 6-3
1. Provides quality service.2. Attracts, trains, retains and motivates employees.3. Aggressively and successfully uses information technology.4. Provides products and services to address the changing needs of its customers.5. Maintains one of the lowest operating expense ratios in the industry.6. Achieves financial results that warrant excellent to superior ratings.7. Makes business, organizational and management changes on a timely basis.8. Had an outstanding CEO in General McDermott.
USAA Success ConclusionsUSAA Success Conclusions
• Traditionally, a successful, well-managed company.
• A new CEO in 1987 who initiated a global vision in 1988.
• A global strategy that emphasized:- Product Technology-Procurement
• Promoted a theme of “Thinking global but acting local.”
Whirlpool CorporationWhirlpool Corporation
Whirlpool Corp.Whirlpool Corp.
Manufactures in 13 countries, has nearly 50 product technology centers and markets products under 13 brands in 170 countries.
Has the patience to allow the global strategy to evolve.
Is the only company with a presence in four of the five global markets.
Has realized impressive growth in revenue but not profits.
Has become a new Whirlpool.
Financial PerformanceFinancial Performance
1991 - $6.5 billion in global sales
2002 - $11 billion in global sales.
2003 - $11.8 billion in global sales.
1991 - $353 million in operating profit
2002 - $262 million in operating profit
2003 - $709 million in operating profit
Stock PerformanceStock Performance
Whitwam StatementWhitwam Statement
We entered 2003 with continuing economic uncertainty in most of the global markets we serve. We took the appropriate cost and productivity actions to deal with that uncertainty.
We believe that Whirlpool’s global leadership position, the company’s unique global platform and innovation activities focused on building customer loyalty will drive continued performance improvements in 2004 and beyond.
Whirlpool Corporation
Principal ProductsAutomatic Dryers
Automatic Washers
Dehumidifiers
Dishwashers
Freezers
Microwave Ovens
Ranges
Refrigerators
Trash Compactors
Room Air Conditioners
Who Buys Large AppliancesWho Buys Large Appliances
1. Contractors for new homes.
2. Home owners for replacements.
3. Appliance service businesses.
4. Businesses and public sector entities.
5. First time appliance buyers.
Appliance BrandsWhirlpool
Kitchen AidRoperWhirlpool
Kenmore*
* Manufactured for Sears
Maytag
AdmiralHardwickHooverJenn-AirMagic ChefMaytagNorge
GE
GERCAHot Point
Electrolux
FrigidaireGibsonElnaEurekaKelvinatorO’Keefe and MerrittTappanWhite- Westinghouse
Differentiation Strategy!?Differentiation Strategy!?
• Clothes Management System
• Food Management System
Whirlpool Strategic Design
• Mission Statement
• Vision
• Value Creating Objectives
• Shared Values
• Worldwide Excellence System
Whirlpool CorporationWhirlpool CorporationHow We Must Work, Think, Plan and Manage to Reach Our ObjectivesHow We Must Work, Think, Plan and Manage to Reach Our Objectives
Whirlpool People
Leadership
Quality of Processes and Products
Fact-Based Management
Strategic Planning
Measurement and Results
Customer Satisfaction Figure 6-4
1. Stick to its large appliance knitting within the North American market and fight for increased market share with the hope that economic factors would improve its market conditions.2. Diversify within the North American market.3. Pursue a global strategy as a conservative player in multiple global markets.4. Pursue an aggressive global strategy with the objective of leading the redefining of the world- wide large appliance industry.
Four Whirlpool OptionsFour Whirlpool Options
Whirlpool Mission StatementWhirlpool Mission Statement
To shape and lead the major home appliance industry globally, becoming one of the world’s great companies while creating value for shareholders, employees, customers, suppliers, government leaders and communities.
WhirlpoolWhirlpool Vision Vision
Whirlpool, in its chosen lines of business, will grow with new opportunities and be the leader in an ever-changing global market. We will be driven by our commitment to continuous quality improvement and to exceeding all of our customers’ expectations. We will gain competitive advantage through this, and by building on our existing strengths and developing new competencies. We will be market driven, efficient and profitable. Our success will make Whirlpool a company that worldwide customers, employees and other stakeholders can depend on.
Pyramid of ExcellenceStakeholder Value
Measurement
& Results
Customer
Satisfaction
Strategic
PlanningFact-Based
Management
Customer Satisfaction
People
Commitment
Values
Vision
WorldwideExcellence
System
Value CreatingObjectives
WhirlpoolPeople Quality Process
& Products
Leadership
Growth & Innovation
TotalQuality
Where
Way
What
How
Whirlpool CorporationWhirlpool Corporation
The market of tomorrow will be huge, filled with tough savvy customers with a wide range of preferences and choices. We must fulfill their needs and meet their expectations in quality and service. We must surprise them.
David R. WhitwamWhirlpool CEO
1. Product Technology.
2. Procurement.
3. Information Systems
Platform for Global SuccessPlatform for Global Success
GE Versus WhirlpoolGE Versus Whirlpool
Has tried for years to dislodge Whirlpool as No. 1 in the US.
GE spent $100 million to develop a new washer.
Plastic washer basket versus traditional porcelain.
Lost a major battle to win Sears’ washer business.
Gained two percentage points in market share in 2000. (2% is $400 million in a $20 billion market.)
Offered significant purchase rebates.
Operating profits were 12% (low for GE).
President of GE: “Being in this business is painful.”
Worldwide Major Appliance Industry
United States Whirlpool General Electric Maytag
Sweden Electrolux
Figure 6-5
Japan Matshushita Electric Hitachi
Korea Samsung
Morita and SonyMorita and Sony
Sony was started in 1946 when Morita, the oldest son of a rice wine brewer, joined former Japanese navy colleague Masaru Ibuka, a fellow engineer, to start a business repairing radios on borrowed $500.
A significant number of firsts:
- Japan’s first transistors in 1954.
- Japan’s first transistor radio in 1955.
- First Japanese company to be listed on the NYSE.
- First Japanese company to build a U.S. factory.
SonySony
Morita told engineers to make Walkmans despite the lack of market research. “We don’t believe in market research for a new product unknown to the public. So we never do any.”
Preferred Approach: innovation in design, manufacturing and marketing.
Lee Kuan Yew and Singapore Inc.Lee Kuan Yew and Singapore Inc.
Although no nation's history can ever be reduced to the story of one man, Lee Kuan Yew had such a paramount role in making modem Singapore that an understanding of that country, its society and its business environment cannot be complete without an attempt at understanding Lee himself.
“Lee took the opportunity to assure Malays that they need not fear Hong Kong immigrants taking their jobs because the immigrants will all be high income earners.”
A Good Vision StatementA Good Vision Statement
• Provides a clear picture of what the company wants to be in the future.
• Excites and motivates people and gains consensus and commitment.
• Focuses on operations.• Is measurable at least in general terms.• Establishes a standard of excellence.• Changes the basis for competition.
Increasingly, companies are usingvision statements to explain who theyare, where they are going and whycustomers and employees should follow them there.
Business VisionBusiness Vision
Good Vision Statement?Good Vision Statement?
We want to sell a variety of
products on a daily basis to
every living person on the earth.
PepsiCo.
Good Vision Statement?Good Vision Statement?
To be the world leader in
transportation products
and services.
General Motors Corp.
A Good Vision Statement?A Good Vision Statement?
To continue to be the world’s best way to pay and be paid for consumers and businesses.
Visa International
Good Vision Statement?Good Vision Statement?
Absolutely, positively overnight!
Federal Express
Good Vision Statement?Good Vision Statement?
Sun Microsystems
To make the maximum computing power available to a broad user audience through open technologies.
Sun Vision StatementSun Vision Statement
To be an industry leader, you need vision.
But that’s just the beginning.
You also need the people, products, and relationships to take your vision to market and turn it into a compelling reality.
Good Vision Statement?Good Vision Statement?
To provide the best service and lowest fares to the short haul, frequent-flying, point-to-point, non-interlining traveler.
Southwest Airlines
When you have a vision and someone comes to you with some convoluted idea, you should be able to hold it up to the vision and ask: Does it fit? Does it fly? If not, don’t bother with it.
The ingredient that catapulted Southwest to the top of the industry is simple, elegant and well publicized.
Discipline, focus and execution.
Throughout its existence, Southwest has consistently adhered to a clearly defined purpose and a well thought out strategy for accomplishing it.
Good Vision Statement?Good Vision Statement?
Do it, try it, fix it!
Wal-Mart Stores
Wal-Mart VisionWal-Mart Vision
“I concentrated all along on building the finest retailing company that we possibly could. Period.”
“Creating a huge personal fortune was never a goal of mine.”
Sam Walton
Wal-Mart VisionWal-Mart Vision
Sam Walton built incrementally, step by step from a single store until a rural discount store model popped out as a natural evolutionary step.
Jim Collins states that it took almost twenty years for them to arrive at this conclusion.
Wal-Mart Wal-Mart
If you are not serving the customer or supporting the folks that do, then we don’t need you.
Wal-Mart Core ValuesWal-Mart Core Values
1. We exist to provide value to our customers—to make their lives better via lower prices and greater selection; all else is secondary.
2. Swim upstream, buck conventional wisdom.
3. Be in partnership with employees.
4. Work with passion, commitment and enthusiasm.
5. Run lean.
6. Pursue ever-higher goals.
AMR Corporate Vision
We will be the global leader in air transportation and
related information services.
That leadership will be attained by:
• Setting the industry standard for safety and security.
• Providing world class service.
• Creating an open and participative work environment which seeks positive change, rewards innovation, and provides growth, security and opportunity to all employees.
• Producing consistently superior financial returns for shareholders.
Built to Last ConclusionsBuilt to Last Conclusions
1. A visionary company does not by definition start with a
great idea.
2. A charismatic leader is not required for a visionary company.
3. There are no standard core values to be a visionary company.
4. A visionary company is not built on frequent change but a
focus over time on its core ideology.
Built to Last ConclusionsBuilt to Last Conclusions
5. Visionary companies may appear conservative to outsiders but they are not afraid to make bold commitments and/or establish ambitious goals.
6. Only those people who fit well with the core ideology and the demanding standards of a visionary company will find it a great place to work.
7. Visionary companies make some of their best moves by experimentation, trail and error, opportunism and accidentally.
8. Great visionary companies seldom go outside to hire a new CEO.
Built to Last ConclusionsBuilt to Last Conclusions
9. Visionary companies focus primarily on beating themselves.
10. Visionary companies believe they can accomplish major objectives simultaneously without making major negative trade-offs.
11. Visionary companies attained their successful status not so much because they made visionary pronouncements (although they frequently did) but by pursuing a never-ending process of emphasizing the above factors.
Founding DatesFounding Dates
1812 Citicorp
1837 Procter and Gamble
1847 Phillip Morris
1850 American Express
1886 Johnson & Johnson
1891 Merck
1892 General Electric
1901 Nordstrom
1903 3Com
1911 IBM
1915 Boeing
1923 Walt Disney
1927 Marriott
1928 Motorola
1938 Hewlett-Packard
1945 Sony
1945 Wal-Mart
Visionary CompaniesVisionary Companies
• Display a remarkable resiliency, an ability to bounce back from adversity.
• They attain excellent long term performance.
• These companies have frequently woven into the very fabric of society.
Soft Visionaries?Soft Visionaries?
Visionary does not mean soft and undisciplined.
Because the visionary companies have such clarity about who they are, what they are about and what they are trying to achieve, they tend to not have much room for people unwilling or unsuited to their demanding standards.
One of the myths of management is that an appropriate vision and good strategic planning will ensure an institutions future.
This is not enough!
Business VisionBusiness Vision
A Logical Vision ProcessA Logical Vision Process
• Define the Business Environment.
• Build a Company Vision.
• Turn the Vision into a Plan.
• Drive Action with the Plan.
A Vision that WorksA Vision that Works
• It gains commitment and energizes employees.
• It creates meaning in employees lives.
• It helps to establish a standard of excellence.
• It bridges the past and the future.
• It assures future business success.
Vision
Applications
Tools
Networks
Tactical
Strategic
Expense
Asset
SaveMoney
Invest
By instilling:
Leadership
Vision
Strategy
Tactical Excellence
Innovation
A Great Company
You create:
Improved Performance
Market Impact
Sustained Success
Excellent Reputation
Which results in:
1. There is little hard evidence that companies with vision statements perform better than those without.
2. At the current rate of change in the business environment, companies need a clear, consistent sense of where they are going.
Which attitude would you support on this subject?
VisionVision