The Edge

What is it that takes an enterprise from really good to truly remarkable?

Vision.

Many organizations function remarkably well - and that's terrific.    And a few organizations are truly remarkable - and the difference is the vision of "what could be."

The  vision to be best in class.

The vision to grow the business by an unprecedented amount.

The vision to expand the enterprise by adding channels that heretofore had not been considered.

The vision to utilize people and technology and natural resources in new and different ways that make sense.

Vision creates that picture that teams can both own and modify as they move forward.  Vision, however, has to be believable.   To be believable it must be firmly rooted in the reality of what is true today.  If an organization is visibly not functioning well and a leader launches a vision of being first in class without a roadmap of how to span the chasm - it just becomes more of a morale breaking cycle.

If, on the other hand, an organization is reasonably well -functioning and a leader paints the picture of both a world class organization and a map of how (and why!) the enterprise can get there - then that becomes inspiration that every team member can believe in - it is more than an adherence point - it then becomes a commitment.

The commitment then starts to fulfill the vision - and that is one of the truly amazing things to watch in business.    Amazon, Microsoft, Starbucks. . .they would not be the giants of industry that they are without a terrific, cooperatively owned vision.

You, too, can paint that picture.

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