Guiding Growth: How Vision Keeps Companies on Course

Ah, corporate vision statements. Before reading Guiding Growth I did not put great faith in them. I, as the author, Mark Lipton, was not convinced of the power of corporate visions at the beginning of his research. Visioning to some extent has been a management fad that has come and gone. However Lipton's research finds that for companies who truly have a vision that helps their companies stretch and grow, and is deeply embedded in their organizations; the market returns are demonstrably better. Vision, in Lipton's model is composed of three elements: raison d'être, strategy and values. In Guiding Growth Whole Foods Market is quoted as saying `our vision statement reflects the hope and intentions of many people. We do not believe it always accurately portrays the way things currently are at Whole Foods market so much as the way would like things to be. It is our dissatisfaction with the current reality, when compared with what is possible, that spurs us toward excellence and toward creating a better, company and world.' Strong stuff indeed. And in ManyWorlds' experience, for many companies the articulation of a vision is often based on their heritage, not to where they want to grow, and not what differentiates them. Lipton also examines the role of executive groups (not teams) and the alignment of people processes with vision, to bring the vision alive, real and accountable. The book is as much about leadership and organizational culture as it is about growth and vision, which are of course the fruits and seeds of each other, within the organizational greenhouse. He writes, `Organizations rocketing through extended periods of growth. To succeed, they need a combination of all the right ingredients and they must be in near-perfect alignment. If one element is missing, or out of alignment, then the potential for failure rockets as well...all organization share the same need to have the right ingredients in place and to ensure they are aligned and that is what the executive group accomplishes through the vision framework.' Peppered with examples from a range of companies and with deeper analysis of high-growth organizations such as Oakley, Lipton has done an excellent job of presenting both a visioning framework and insights into culture and leadership into a practical and usable work. Helpful lists of questions, checklists and exercises bring this already enthusiastic text to a more approachable and actionable level. Highly recommended for executives and managers from a variety of functional areas including business unit heads and `service lines' such as HR.

Reading "Guiding Growth" has been a joy - finally a practical book about vision. Like Lipton, I was suspicious about the whole vision industry, but his book has helped to look at the concept in a different light. The distinction between the 3 principles - raison d'etre, strategy and values is most insightful (especially since raison d'etre and strategy are often mixed up). Despite all good intentions, the reality is that the vision process often ends with the communication of a vision statement. Lipton shows how the real impact can go far beyond just an energising event: it is pivotal in guiding and sustaining growth. In my own experience vision is often treated with more suspicion in Europe than in the US. Lipton's book, however, is as valuable for those who are in charge of building or changing an organisation in the US as in Europe (or any other part of the world) - Guiding Growth goes beyond the hype. It asks some tough questions and invites you to think about how you can unlock the wholehearted commitment of your workforce by providing meaning to the existence of the organization. A must.

Yippee! No academic psycho-babble, overly complex diagrams, or overly simplistic management fables in this one. "Guiding Growth" is smart, witty, and engaging - a must-read for business leaders concerned about sustainable competitive advantage. Lipton begins by admitting something few other professor/consultant/authors would ever dare: he was wrong. Convinced that the link between vision and growth was over-rated, that vision statements were just a passing fad, Lipton was surprised when his research proved exactly the opposite. Now, readers can reap the benefits of Lipton's change of heart. In "Guiding Growth," he leads us through the journey of understanding how valuable a clear vision can be when articulated and acted upon in a powerful way. Mark Lipton's writing voice is passionate and profoundly personal. While this book is well-grounded in research and experience, it is Lipton's use of stories and metaphors that will have a long-lasting effect on you. Yes, he makes you think; more important, he makes you feel something in your heart and in your gut. It is this quality that sets this book apart from other business books.Be forewarned: the feelings "Guiding Growth" provokes can be very uncomfortable at times. Throughout the early chapters, I stopped often to think and jot down notes about my own vision, my own raison d'etre, as Lipton raised "Why?" questions over and over again. By the end of Chapter 4, I was saying "Yes! Yes! Yes!" as the vision for my work became clearer. Reading Chapter 5 brought tears to my eyes as he described the strong connection between vision and deeply held values based on life experiences. The second half of the book holds valuable advice for all business leaders: how to put that vision into action, overcome obstacles, and avoid pitfalls. Lipton's Vision Framework has been tried and tested - he proves his points with examples drawn from well-known companies. Kudos to Mark Lipton for having the guts to publicly concede that he was wrong and for taking the time to share his lessons learned with us in this book. -- Cynthia C. Froggatt, author of "Work Naked: Eight Essential Principles for Peak Performance in the Virtual Workplace" (Jossey-Bass/Wiley, 2001), ...

I was the founder and CEO of a small software company ..., and was approached by a much larger technology company ... . After making an acquisition offer I could not refuse, I sold my business to them and agreed to run it for four years.If only we had read this book about using vision to guide growth during our transition. Ultimately, the acquisition failed within two years for the buyer. This book offers three components of a well-developed organizational vision: raison d'etre, strategy and values. The buying company never took the time to go beyond a "bumper sticker" for a vision statement. Although it did seem on track with my company's reason for being, there was never an agreement on the strategy. The tension and disagreement (not to mention the time taken) related to these differences effectively crippled my previously highly motivated and productive staff. The key values of the two companies could not have been more different. The centerpiece of our values before acquisition involved doing whatever it took to make our customers happy-most of which had on-going consulting contracts with us. The executive from the buying company literally told my staff that this philosophy was both unnecessary and an expensive luxury.This book struck a real chord with me because it made it so clear where the gaps were. It obviously would have taken more than a book to convince the buying company to think more carefully through their plan, but having it all documented could've made the upcoming potholes in the road more obvious. And if we had actually implemented an agreed vision, I am sure the business could have continued on its previous success.The first half of the book lays out how vision is important and why it is not just another buzzword, but how it is a crucial element to grow a company. The second half gives more guidelines on the details of implementation. It took some patience to pull all the ideas together in Part I-it is much more conceptual than Part II-- but stick with it-its worth it. The anecdotes are great and the corresponding checklists and appendices give it a lot of substance. The second half is an easier read and filled with practical management advice-some related directly to vision and some just good solid management practice guidelines. As a seller of my business, I was very successful. I would have preferred to make the buyer even more successful and watch my company flourish with their greater resources. This book came four years too late for me. I will certainly recommend it to current clients in my consulting practice and keep it handy for my next venture.