A study on vision of Vietnamese corporations & lesson from president Ho Chi Minh's vision = Nghiên cứu về Tầm nhìn của các doanh nghiệp Việt Nam và bài học về tầm nhìn của Chủ tịch Hồ Chí Minh

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TABLE OF CONTENT
ACKNOWLEDGEMENT i
ABSTRACT ii
TÓM TẮT v
LIST OF TABLES xi
LIST OF ABBREVIATIONS xii
INTRODUCTION 1
Statement of the study 1
1. Objectives and Aims 2
2. Research questions 2
3. Scope of Work 3
4. Data Sources and Processing 3
5. Method 3
6. Significance and implications 4
7. Limitations 4
8. Expected Results 4
9. Disseminations 5
10. Follow-up 5
11. Short Introduction 5
CHAPTER 1: THEORETICAL FOUNDATION 6
1.1 Vision’s definitions 6
1.2 Structure of Vision 8
1.2.1 Core ideology: 9
1.2.2 Future perspective: 12
1.2.3 Vision: 12
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1.3 Desirable characteristics for a Vision 13
1.3.1 Simple and compendious: 13

1.3.2 Inner worth: 14
1.3.3 Challenging and realistic: 14
1.3.4 Appealing and encouraging: 15
1.3.5 Concentrate: 15
1.3.6 Time factor: 15
1.3.7 Vivid picture: 15
1.4 Distinguish an Vision 16
1.4.1 Vision and mission: 16
1.4.2 Vision and core value: 17
1.4.3 Vision and slogan: 18
1.4.4 Vision and strategic: 18
1.4.5 Vision and project objective: 19
1.5 Procedures for Developing a Vision 19
1.6 Transforming a vision 20
1.7 Lesson of the Ho Chi Minh’s Vision 21
1.7.1 Ho Chi Minh’s Vision 21
a. The first case 22
b. The second case 24
1.7.2 Structure of Ho Chi Minh’s Vision 25
a. Core ideology 26
b. Great aspiration 27
1.7.3 Characteristics of Ho Chi Minh’s Vision 28
1.7.4 Communicating the Vision 30
Chapter 2: Research on Vietnamese corporations 35
2.1 Unawareness of the importance of Vision of an organization: 36
2.1.1 The enterprises do not think that Vision is extremely important 37
2.1.2 The enterprises do not want to have Vision 38
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2.2 The enterprises do not clearly understand Vision 39

2.2.1 Misunderstanding about the vision 39
a. Wrong in Vision structure: 40
b. Lack of necessary characteristics of Vision 41
2.2.2 The enterprises mistake on Vision: 48
a. Vision and Mission 48
b. Vision and core value: 50
c. Vision and Slogan: 51
d. Vision and Strategic objectives: 51
e. Vision and Project objectives: 52
2.3 The enterprises cannot effectively communicate their Vision 52
2.3.1 Bad Vision statement 53
2.3.2 No communicate the Vision 54
2.3.3 No invest to brainpower and efforts to develop and communicate a
Vision 56
2.4 Discussions 60
Chapter 3: Conclusions and recommendations 63
3.1 Conclusions 63
3.2 Recommendations 64
3.2.1 Develop a successful vision 64
3.2.2 Communicate widely the vision 65
3.2.3 Commitment to follow the vision 70
READING REFERENCES 71
APPENDIX 1 73
APPENDIX 2 79



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LIST OF TABLES

Table 1.1
Case of Core ideology
11
Table 2.1
Case of Saigon Commercial Bank
40
Table 2.2
Case of Kinhdo Group
42
Table 2.3
Case of Techcombank and EMIS
43
Table 2.4
Case of Habubank
45
Table 2.5
Case of Angiang Coffee and Toan luc Trading JSC
46
Table 2.6
Case of FPT and Vietsteel
47
Table 2.7
Case of VIB Bank
48
Table 2.8
Case of CMC Corporation
49
Table 2.9
Case of DOJI gold& GEMS group

50
Table 2.10
Case of SHB Bank and Phu Thai Group JSC
51
Table 2.11
Case of Southern Bank and Hoang Anh Gia Lai Group
52
Table 2.12
Case of Vinamilk
54
Table 2.13
Case of Vietsteel
55
Table 3.1
List of Interviewees
57

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LIST OF ABBREVIATIONS

CEO
Chief Executive Officer
VNR500
Vietnam Report 500
BHAG
Big Hairy Audacious Goal
ASEAN
Association of Southeast Asian Nations
CSR

Corporate Social Responsibility
VIB
Vietnam International Bank
GS E&C
GS Engineering & Construction Corporation
FPT
FPT Joint Stock Group
VINAMILK
Vietnam Milk Joint Stock Company
DOJI
Doji Gold & Gems Joint Stock Group
TECKCOMBANK
Vietnam Technological and Commercial Joint- stock
Bank
VIETSTEEL
ThepViet Co., LTD
SCB
Saigon Commercial Bank
VIB BANK
Vietnam International Commercial Joint Stock Bank
CMC
CMC Corporation
EMIS
Material Petroleum Joint Stock Company
HABUBANK
Hanoi Building Joint Stock Bank
SHB BANK
Saigon-Hanoi Commercial Joint Stock Bank
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INTRODUCTION
Statement of the study
The Vision of enterprises has become more and more important with the
enterprise especially in the deep and wide integrating process of Vietnam
economy now. Whether, the enterprise will develop in the right direction,
right itinerary as planned and whether the enterprises have a huge enough
aspiration, which will direct all members, endeavored to develop company.
Almost big company in the world has set up a goal, ambition of international
stature and then they initially are the big company of country to become the
leading international enterprises. Their visions will have to be big enough and
transformed to all member, employees, and owners of company, as result they
will contribute to the strength of their company.

In Vietnam, Vision is the new definition with enterprises. There are many
companies as well as President, CEO, businessperson or manager did not
understand clearly the importance of Vision. Some of them neither confuse
the nature of Vision nor do not bring into play the strength of Vision that are
the tool to orient the company, encourage, and raise the human recourse
potential of company to lead into the new altitude. Within 100 Vietnamese
largest private enterprises, which have been published by VNR500 year 2010,
68% of them have not stated the Vision, and the last 32% of them have stated
the Vision however almost of them were not right Vision or did not transform
their Vision. Moreover, the real situation, the author has not found any
Vietnamese company who can explore the significant roles of Vision into
development of company.
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1. Objectives and Aims
In order to get a full knowledge of the Vision and Vision of Ho Chi Minh
President, and how to suggest Vietnamese Leaders, the study will aim to

achieve the following objectives:
1. Clear the Vision and Mission of organization? Form and content;
required characteristics; differentiate Vision with other statements.
2. Find out the lessons about leadership styles of Ho Chi Minh President
in term of setting up vision and how to transform the vision.
3. Research the biggest companies and cooperation in Vietnam.
4. Give suggestions for Vietnamese Leaders to create an appealing vision
to apply into their organization.
5. Give the approach or suggestion to transform the vision to each
member of organization.
2. Research questions
To fulfill the objectives of the study, the following research questions need to
be answered:
 What is Vision and Mission of organization?
 What is characteristic of Vision?
 How to develop a vision? How is the valuable vision?
 What are the differences between Mission and Vision?
 How to transfer a vision of corporation to all people within the
corporation?
 In Vietnam, how do Vietnamese Leaders develop and implement their
vision?
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 What are suggestions for Vietnamese Leaders?
3. Scope of Work
 The thesis focuses on studying the biggest Vietnamese enterprises. The
conclusions; evaluations; recommendations; or proposal aim to apply
on the biggest corporations of Vietnam and the world.
 This study will focus on analyzing Vision and vision transformation of
Ho Chi Minh President.

 To generalize the fact of Vietnamese companies, study considers the
Vietnamese biggest private companies.
4. Data Sources and Processing
 Book: Leadership in organizations; fifth edition; The author: Gary Yukl
 Built to last ; The author: Jim Collins
 Vietnam report 500 (VNR500)
 Documents and profile of 100 Vietnamese largest private enterprises
 “The CEO golden rules” author Mary key + Dennis Stearns
 Author: Susan Ward issued on website: About.com (a part of NY times
company)
5. Method
This study is an empirical research, which applied two methods:
 Review of related literature/documentation.
 Interview relevant people.
4

Review of Related Literature/Documentation: This will examine the
multidisciplinary theories of and empirical studies on corporate social
responsibility in the literature. Besides, it will help to compare between theory
and practical activities.
Interview: Questions will be developed and structured interviews are
conducted.
6. Significance and implications
This study will contribute to the body of knowledge and understanding on
Vision, Mission, and effective Leadership. It will also help Vietnamese
enterprises enrich their knowledge on Vision for better application in
cooperation with business activities.
7. Limitations
While the study examines the biggest companies, represented by 100 leading
corporations, there are limitations on data sources for analyzing and giving

out discussions and conclusions. Besides, the inconsistent reporting system of
different corporations on Vision is also another limitation for the study.
8. Expected Results
The study will give a better understanding on the Vision definition and Vision
transformation as well as the modern Vision’s transformation activities in the
World and in Vietnam. Vietnamese corporations’ Vision awareness,
implementation, and achievements are also figured out through successful
case studies. Moreover, some suggestions for promoting Vision in
Vietnamese enterprises are recommended at the end of the study.
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9. Disseminations
The result of study will be useful for many target groups. Many Vietnamese
enterprises might be interested in the recommendations and the conclusions of
the study, from which they can get useful information on how to react in
Vision-related issues and how to benefit from them.
10. Follow-up
Further study will be taken on improvement of Vision understanding and
implementation among Vietnamese enterprises based on the experience and
achievements of large corporations. Other way of study will be analyzing the
impact of understanding level to Vision implementation in Vietnamese
enterprises in some provinces particularly and all over Vietnam generally.
11. Short Introduction
The research is divided into three parts, which are including:
Chapter 1: Theoretical Foundation: will give a relevant theoretical
background to the study and case study of Ho Chi Minh
Chapter 2: Research on Vietnamese corporations: In this chapter,
Vision understanding and implementation in Vietnam will be reviewed.
One hundred biggest private corporations representing for Vietnamese
enterprises will be analyzed on their awareness, real activities. In

connection with the Vision of Ho Chi Minh in term of creation and
transformation of visions, it will be the best lesson for Vietnamese
company.
Chapter 3: Conclusions and recommendations: Conclusions and
recommendations will be noticed for better implementation of Vision in
Vietnamese enterprises.
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CHAPTER 1: THEORETICAL FOUNDATION
1.1 Vision’s definitions
“Vision” has been commonly used nowadays; however, it also has rarely been
understood right meaning. When someone has been asked “what is the
vision?” there is less people can understand the right meaning of this word or
can give the right definition of it, however almost of people know that it is the
goal, the long-term plan described the future.
In the nature, Vision suggests many different images. Vision also can be the
excellent achievements; a value to link the human of the society; huge goals
that can be encouraged almost people. Vision also can be perpetual things that
are the existing reason of one organization; promote all of us from inside; and
is our expectation. It is the matter, all of us know how is important of Vision,
but exactly what is it?
Thesis will extract some Vision definitions of some authors in the world to
bring out the general observation as well as basic meaning of Vision.
“Vision is the important part of Right Goals principle, because it
describes the future that you expect and become a supreme goal. Vision
answers the question: We see ourselves where we will go. Where we want
to stay within next ten years?”
Quoted on “The CEO golden rules” author Mary key + Dennis Stearns
“Vision includes two main parts: A core ideology and a future
perspective. Let pay attention to the symmetrical motivation is “Keeping

the core value – promoting the advance.” A far Vision is built on the
connection between two elements of “Jin” and “Yang”: on the one side it
determines “the reason for existence of us” (core ideology, constancy), at
the same time on the other side it talks about “what we expect to achieve,
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become, create (that will promote the advance and change to achieve the
future perspective.”
Quoted “Built to Last” of author - Jim Collins & Jerry I.Porras
“The Vision can provide a sense of continuity for followers by liking past
events and present strategies to a vivid image of a better future for the
organization. The vision provides hope for a better future and the faith
that it will be attained some day. During the hectic and confusing process
of implementing major change, a clear vision helps to guide and
coordinate the decisions and actions of thousands of people working in
widely dispersed location.”
Quoted “Leadership in organization” of author Gary Yulk
Sometime, a vision statement is called a picture of your company in the
future but it is so much more than that. Your vision statement is your
inspiration, the framework for all your strategic planning. A vision
statement may apply to an entire company or to a single division of that
company. Whether for all or part of an organization, the vision statement
answers the question, “Where do we want to go?”
Author: Susan Ward issued on website: About.com (a part of NY times company)
According to the author, Vision is a future vision that the enterprise should
look forward to and it becomes dynamism to encourage everybody to share
his or her efforts to achieve it. Vision is offered basing on the current core
value or the past and great aspiration of the enterprise.
Based on the above-mentioned definitions, Author found that Vision could be
understood as follows:

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1. It is the combination between cores values of organization with the
ambition that the organizations want to archive in the future.
2. The statement of the Vision is imagination about the future of its
organization. However, the imagination is not without basic it has been
raised from real abilities of organization in the present and the past.
3. Vision is not same with Mission that the purpose of Vision attends to
its organization and the member of its organization, purpose of Mission
attend to customer of its organization.
4. The statement of Vision will not present how to reach to it, it only show
the direction of other business plans. That is the reason why the
organization issues a statement of Vision while the Leader has to image
where his organization come to and has enough courage to dream of it.
Besides that, statement of Vision could catch the emotion of a Leader.
5. A good vision should have a strength to attract everybody in the
enterprise to together look forward to and achieve it in the future,
basing on the competence or characteristics that the enterprise is
owning. That means Vision should emphasize the strongest point of the
enterprise, what the enterprise needs to exploit it is to overcome the
desire of the enterprise itself.
1.2 Structure of Vision
This thesis has a special interest in a model or structure and elements of
“Vision” of an organization; thereby “Vision” includes Core ideology and
Future perspective. Following this vision means to create link of organization
and strategy to keep cores and push up advances for a future perspective.
Such link brings vitality and realizes initial vision.
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1.2.1 Core ideology:

Constant particulars of an organization are constant factors and surpass
product/ market life cycle, technological advances, administration styles and
leaders. Frankly, the biggest and most important contribution of “architects”
of the world leading corporations is core ideology of such corporations. The
talented leaders will depart this world, products will be outdated, the market
will change, new technologies will appear, and administration styles will
change. Nevertheless, core ideology of a leading corporation is always
invariable and a guiding star for development. The core ideology includes
core values and core objectives.
- Core values:
Core values are basic and constant of an organization. The core values are a
small group of leading, constant, and unexplained principles. They have
internal values and importance for members of the organization.
The key is that a leading company must decide core values without depending
on external environment, competitive factors or current trends or styles of
administration. No core value is right for all companies.
- Core goals:
Core goals are basic reason for existence of an organization. Between core
goals and core values, core goals are considered more important in leading
and communicating inspiration for an organization.
An effective objective must reflect the importance attached to the company’s
works. It must exploit ideal motive power of the employees. It must not
simply reflect products or target customers of such organization.
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To see more clearly, what the core value is. The author selected and offered
some examples about the core goals, as follows:
 3M: Solving the unsolved problems creatively and innovatively.
 Wal-mart: Creating opportunity for ordinary people to purchase the
goods like the rich often buy

 Merck: Protecting and developing human life.
We do not create the core ideology for the enterprise but the core ideology is
things that we “discover” it. To do this we have to look inside the
organization, not looking outside. That ideology should be real ideology, not
faked. Besides, you should not ask, “What core value should we keep?”
moreover should ask, “What core value do we really keep?” The role of the
core ideology is to guide and transmit inspiration not to create the distinction.
Thus, two companies can have the same core ideology. Core ideology only
needs to be meaningful and has an effect of boosting towards the main
members of the organizations only of the organization itself, it does not need
to cause influence to the people outside the organization. Only the members
of the organization that need to be boosted by the value and core target to
have the efforts, pledges for success in the long run of that organization. The
effect of core ideology on the people outside the organization is not as
important, and is not the deciding element when determining core ideology.
Because of this, core ideology plays a role in distinguishing between who are
in and out of the organization. A clear ideology will attract people of suitable
personal value with the value of the company, and vice versa, push out,
excluding those who do not have suitable value. Core ideology should be
consistent during the whole length of history of the organization; this
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consistency bears the historical characteristic extending through many
management generations of these companies.
Example about Core ideology:
Table 1.1: Case of core ideology
Company Name
Core ideology
Ford Motor
Humans are the core of the company strength.

The product is the final results of efforts
Profit is a necessary means, being measure of success
Honesty, veracious in business
Sony
Expect to achieve happiness achieved due to
development, renovation and applying technology due to
the benefit of community
Improving the cultural life of Japan
Always be leaders
Respect and encourage the ability and creativity of the
staff
IBM
Taking enough care to all staff
Spending time bringing about trust to customers
Going to end in all pledge, always in leading position
P&G
Perfect products
Always self-renovating
Honest, fair
Respect and taking care of individual
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1.2.2 Future perspective:
It includes two small parts: Big hairy audacious goal (BHAG) for duration of
10-30 years and a specific description about the company’s situation upon
obtaining such BHAG. Future perspective describes a detail and vivid future
of an organization when it reaches to the BHAG stipulated. It is supposed
concretization of the Vision; from words of mouth to the detail “picture”;
create the vivid images appear on mind of organization’s member. The author
believes that it is “paint the picture by words.” The “painting” is extremely

important to lead the BHAG (long term 10-30 years) will become what is
very detailed, visible things on the member’s mind. Please consider the
example of Henry Ford, instead of saying the importance of cars and present
about his cars and company, he describe the future society with car, it is
looked very nice and excited society not only for society but also for his
employees.
The example about Henry Ford describes future perspective: “I will supply
cars for the majority of people. Cars should have reasonable prices, helping
any commuters can purchase them, using them comfortably with their
families. By then, anyone can have a car. Horse carriages will disappear
from the highways of our country, cars will be considered as an obvious
means of transport … and we will create jobs with high salaries for many
laborers.”
1.2.3 Vision:
Nature of the Vision as analyzed above is a combination between the present
and the future, any company’s Vision must be shown Core ideology and
BHAG. Some leaders seem to ignore the past or the present and only focus on
the future. If a leader respects things obtained by his organization or himself
and expresses respect for the persons who lay foundation for his position.
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This makes people of such organization feel unworried because they know
that they are members of an organization with historical depth and all their
efforts to be respected.
The example about Vision of Merck: “With the tools supplied by us, science
and knowledge will develop; people’s life will be free from diseases and
anxieties. We pledge to assist maximally so that the center will deserve our
belief. Let’s people fetch for truth, the laborers are hard-working for a better
world, those who always raise the torch of science and knowledge, having
more courage and feel that they are always assisted by us.”

1.3 Desirable characteristics for a Vision
The research on charismatic and transformational leadership indicates that a
clear and compelling vision is very useful to guide change in an organization.
Before people will support radical change, they need to have a vision of a
better require. The vision can provide a sense of continuity for followers by
liking past events and present strategies to a vivid image of a better future for
the organization. The vision provides hope for the better future and the faith
that it will be attained some vision helps to guide and coordinate the decisions
and actions of thousands of people working in widely dispersed locations.
A number of writers have attempted to describe the essential qualities of a
successful vision such as Bennis & Nanus, 1985; Kotter, 1996; Kouzes &
Fosner, 1995; Nanus, 1992; Tichy & Devana, 1986. However, the Thesis has
integrated the most essential characteristics that a vision should be:
1.3.1 Simple and compendious:
A vision should be simple and idealistic, a picture of a desirable future, not a
complex plan with quantitative objectives and detailed action steps. In
addition, a successful vision should be simple enough to be communicated
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clearly in five minutes or less. A successful vision must be easy to remember
and remind as well as it must be excited every one whenever mentioned it.
This characteristic requires a vision should be simple enough to such an
extent that all people in the organization can understand and remember.
1.3.2 Inner worth:
The main purpose of vision attend to the member inside the organization,
therefore The vision should appeal to the values, hopes, and ideals of
organizations members and other stakeholders whose support is needed. The
vision not only guides the people know where they need to go, what they are
required to perform but also support them to go right way.
1.3.3 Challenging and realistic:

The vision should be challenging but realistic. Hope is not a vision; vision has
to be realistic other than it will be an impractical ideal. Realistic of the vision
should increase faith on a leader. The vision should address basic assumption
about what is important for the organization, how it should relate to the
environment, and how people should be treated. Turning a vision into
realistic, it is not meaning turning it into challenge. If the vision not requires
all people have to try by their best, maybe they will ask themselves that their
contribution will be worth. A number of leaders may be afraid since
challenging his group. However, a challenge should interest the qualified
person want to have wingspan and take off as well as inflame enthusiasm of
conscientious person and make threats against emotionless person.
Challenging will support the people on the organization have to attempt by
their best to achieve the goals.
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1.3.4 Appealing and encouraging:
The vision should be appealing, compelling and encourage enough to evolve
the people. A successful vision should excite on value, hope, and idea of all
member on the organization as well as stakeholders who their contribution is
very necessary with the organization. The vision should emphasize distant
ideological objectives rather than immediate tangible benefits.
1.3.5 Concentrate:
It should be focused enough to guide decisions and actions, but general
enough to allow initiative and creatively in the strategies for attaining it. The
vision will state how to achieve the inspiration of enterprise however, it
should not show the detail any way or step.
1.3.6 Time factor:
To avoid becoming the ambiguous vision, a vision should include the time
factor; it means that the leader should estimate when his organization can
achieve the vision.

1.3.7 Vivid picture:
A vision should be the very vivid picture of future in which all member of
organization can realize himself or herself in that picture. It means that the
leader must be a “painter” who can “draw” the future perspective of his or her
organization. In addition, the leader has to show or present his or her high
aspiration, inspiration, as well as commitment to achieve. The vision is not
only a vivid picture but also it must be all heart of the leader. However, the
vision must point out the objectives and purpose of organization.
Vision should stem from sincere sentiment, passionate feelings, the
convincement of the listeners, etc. which are basic qualities of Vision. It is
possible that some managers do not wish to express sentiment when talking
16

about their desires; however, the truth is like that which is easy to attract and
encourage people more. Let us try to analyze an example about the
declaration of Winston Churchill in 1940, he not only stated clearly: “Let’s
defeat Hitler”, but said:
“Hitler knew that he had to either defeat us on this island, or lose in the
whole war. If we stay firm, the whole Europe will be free, and life in the
whole world will step forward. If we lose, this whole world (including the US,
including what we take care about) will fall into the abyss of prolonged
disasters. Thus, take our hands firmly to implement our mission; how to make
the United Kingdom exists more than one thousand years, people will keep
talking about today as follows: That is their most splendid time.”
1.4 Distinguish an Vision
Vision is a term used with many different meanings, and there is widespread
confusion about it. It is unclear whether a mission statement, strategic,
objective, value statement, or slogan constitutes an effective vision. In the
absence of direct research on this question, one way to answer it is to examine
each construct in relation to the desirable characteristics for a vision. This

analysis suggests that a compelling and enduring vision usually requires
something more than a bland mission statement, a slogan, a list of value, or a
specific strategic objective.
1.4.1 Vision and mission:
The mission statement usually describes the purpose of the organization in
terms of the type of activities to be performed for constituents or customers. A
vision is concerned with what these activities mean to people. The core of the
vision is the organization’s mission, but different aspects of it may be
emphasized. A successful vision tells you not only what the organization
17

does, but why it is worthwhile and exciting to do it. A successful vision
makes the typical dull, abstract mission statement come alive, infusing it with
excitement, arousing emotions, and stimulating creativity to achieve it.
In vision there usually includes Mission, thus in many cases Vision and
Mission are not clearly distinguishable or they can be one entity. However, it
is still recognizable of its basis and qualities, specifically: Vision is mostly
used internally of the organization whereas Mission is often used for objects
outside organization such as customers or partners.
1.4.2 Vision and core value:
A value statement is a list of the key values or ideological themes considered
important for an organization. The values usually pertain to treatment of
customers, treatment of organization members, core competencies, and
standards of excellence. Common themes include satisfying customers,
achieving excellence in products or services, and making important
contributions to society. A value statement provides a good beginning for
developing a more complete vision. However, just listing values does not
clearly explain their relative priority, how they are interrelated, or how they
will be expressed and achieved. An effective vision statement provides a
glimpse of a possible future in which all the key values are realized at the

same time.
Basing on the structure of Vision mentioned above, Vision should include
core values of the enterprise and Vision should be based on that core value if
one wishes to have a strong enough and feasible vision. The distinction here is
core value is what an organization is having, is possessing and it should
actually be the strength of that organization, and Vision will be built on that
basic background.
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1.4.3 Vision and slogan:
Slogans are used to summarize and communicate values in simple terms.
However, a slogan is limited in how many values can be expressed. Consider
the following examples: technology is our business, quality is job one, we feel
good when you feel good, all the news people want to read, and partners in
making dreams come true. Only the last slogan has more than one value; it
describes the ideal service provided to customers and the ideal relationship
among the providers. Slogan can be useful as part of a larger vision, but
overemphasis on a simplistic slogan can trivialize the vision and diminish
important values not include in the slogan.
The slogan is like mission, it mainly serves the objects who are customers or
partners of organizations. Thus, all individuals in the Organization should try
their same strength to achieve and serve the Slogan of the Organization;
however, the beneficiary is not only the individuals in the organization.
Vision is introspective, all individuals in the organization strives their best to
achieve the same aloft purpose of the organization that the beneficiary from
that strive is the individuals of this organization.
1.4.4 Vision and strategic:
Strategic objectives are tangible outcomes or results to be achieved,
sometimes by a specific deadline. A performance objective may be stated in
terms of the absolute level of performance (e.g., profits, sales, return on

investment), or the relative level of performance (e.g., becoming number one
in the industry or region, outperforming a traditional rival). Neither type of
objective is likely to involve enduring, ideological themes. Performance
objectives are useful to guide planning and facilitate evaluation of progress,
but the focus of a vision should be on values and ideological themes, not on
improvement of economic outcomes or outperforming rivals. If performance
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objectives are included in a vision, they should be regarded as milestones
along the way toward achieving ideological objectives.
1.4.5 Vision and project objective:
Project objective are defined in terms of the successful completion of a
complex activity (e.g., developing a new type of product, implementing a new
MBA program establishing a subsidiary in China). These objectives can
emphasize economic outcomes, ideological outcomes, or both. A limitation of
most project objectives is their relatively short time perspective. When the
project is completed, the vision is end. Project objectives can be included in
the long-term vision for an organization or a supplementary vision can be
built around an especially important project. However, no single project
should be allowed to eclipse the fuller, more enduring vision for the
organization.
Most of the evidence about the importance if a vision for successful change in
organizations comes from leadership research focused more in the process of
envisioning than on the content of the vision. The vision articulated by
effective leaders was sometimes elaborate and sometimes simple. A recent
descriptive study on the content of organizational visions found that most of
them were expressed in the form of a performance objective or value
statement that was very brief, strategic, and future oriented.
1.5 Procedures for Developing a Vision
It is extremely difficult to develop a compelling vision, and it cannot be

generated by a mechanical formula. Judgment and analytical ability are
needed to synthesize the vision, but intuition and creativity are important as
well. To develop an appealing vision, it is essential to have a good
understanding of the organization (its operations, products, services, markets,
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competitors, and social-political environment), its culture (shared beliefs and
assumptions about the world and the organization’s place in it), and the
underlying needs and values of employees and other stakeholders. In most
cases, a successful vision is not the creation of a single, heroic leader working
alone, but instead in reflects the contributions of many diverse people in the
organization. The vision is seldom created in a single moment of revelation,
but instead it takes shape during a lengthy process of exploration, discussion,
and refinement of ideas.
Some tentative guideline to help leaders develop a vision is summarized as
follows:
- Involve key stakeholders
- Identify strategic objectives with wide appeal
- Identify relevant elements in the old ideology
- Link the vision to core competencies
- Continually assess and regime the vision
1.6 Transforming a vision
The successful leader must know how to transform his vision to people to
evolve “enthusiasm flame,” and encourage the people in the right way. Base
on seven below-mentioned elements for the leader to achieve the goal:
- Articulate a clear and appealing vision
- Explain how the vision can be attained
- Act confidently and optimistically
- Express confidence in followers
- Use dramatic, symbolic actions to emphasize key values