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Smart Strategies Series This is a book of business strategy that draws together definitions and views on a hot new topic - visioning. Increasingly managers and firms, world-wide, are realising that their organisations need visions to map a way ahead for the future. Visioning is a strategic tool and this book defines it and explains how to implement it. Divided into two parts, the first section examines different interpretations of what is meant by visioning while the second section shows how to use it effectively for business success. Case examples of poor and positive practice are included.
Product Details

Table of Contents

Introduction 1. Vision, Visionary Leadership and the Visioning Process: An Overview 2. History of Leadership 3. Visioning: Promoting a Shared Perspective Towards Organizational Success 4. The Cassandra Complex: How to Avoid Generating a Corporate Vision that No One Buys Into 5. Bridging the S-Curve Gap 6. Leadership and the NHS: Working Towards Best Practice 7. Vision and Renewal 8. The Practical Side to Visioning: The Case of Toray Industries Inc. 9. A Vision of Learning 10. Limits to Visioning

About the Author

Andrew Kakabadse is International Professor of International Management Development at Cranfield University School of Management. Frederic Nortier is an academic at ARJ France. Nello-Bernard Abramovici is an academic at ARJ France

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Introduction 1. Vision, Visionary Leadership and the Visioning Process: An Overview 2. History of Leadership 3. Visioning: Promoting a Shared Perspective Towards Organizational Success 4. The Cassandra Complex: How to Avoid Generating a Corporate Vision that No One Buys Into 5. Bridging the S-Curve Gap 6. Leadership and the NHS: Working Towards Best Practice 7. Vision and Renewal 8. The Practical Side to Visioning: The Case of Toray Industries Inc. 9. A Vision of Learning 10. Limits to Visioning

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