Guiding Growth: How Vision Keeps Companies on Course

When it comes to sustained success, vision matters more than strategy. Scores of studies have proven this statement, and millions of business leaders believe it. Yet few executives understand what vision is. They embrace the idea, but ignore the implementation - a disconnect that threatens companies striving for growth in a volatile marketplace. Organizational expert Mark Lipton argues that this "believing-doing" gap exists because today's fast-paced world demands short-term fixes-pressuring executives to make tactical decisions that ultimately create larger strategic problems down the road. But Lipton shows that vision has more substance than leaders think-and that it is an essential factor in building scalable organizations that last for the long haul.Based on extensive research and real-world consulting work with executives implementing the scaling process, "Guiding Growth" provides fresh examples of established and new firms that have developed powerful growth visions. Moving beyond token 'mission statements', Lipton outlines a step-by-step process for establishing an actionable vision, presenting it to the company, and embedding it into the organizational fabric. Illustrating how visions become guiding forces for day-to-day behaviour and overall company direction, "Guiding Growth" reveals how companies can stay their course, even as they grow.Mark Lipton is Founder of the consulting firm Lipton & Co., which specializes in organizational growth. He is Professor of Management and Chair, Human Resources Management and Organizational Change Management at the Milano Graduate School, New School University, in New York City.

Amazon Sales Rank: #294011 in Books Published on: 2003-01-28 Original language: English Number of items: 1 Dimensions: 1.17" h x 6.36" w x 9.54" l, 1.41 pounds Binding: Hardcover 288 pages

From Publishers Weekly Corporate "vision" is one of management theory's less coherent concepts, and this ambitious study attempts to make it a little clearer. Lipton, a management professor and founder of an eponymous consulting firm, argues that growing companies require a vision-a "precise idea of their raison d'etre, strategy and values" that is both inspiring and concrete enough to guide action. His aim herein is to give readers the "nitty-gritty details" of formulating and implementing such a vision. Despite flowcharts, checklists and planning exercises, however, Lipton draws his "vision development process" in strokes that some readers will find too broad-e.g., a company's vision should "describe a future that is more attractive than the present," and its leaders should recognize that diverse viewpoints and debate are essential to vision development. The exemplary vision statements Lipton cites are either blandly generic ("Satisfying all of our stakeholders and achieving our standards is our goal") or spicily generic ("Involve agile, kick-butt teams to strategize, execute, & improve process"). Lipton also covers familiar but laudable ideas from what might be termed the "human potential" school of management, which emphasizes the nurturing of employees' talents and commitment. Drawing on brief case studies of firms like Continental Airlines, 3M, and sportswear maker Oakley (which rewarded one talented worker with a puppy), Lipton encourages businesses to loosen rigid hierarchies, promote egalitarianism, give workers permission to innovate, pay decent wages, avoid layoffs and foster an "almost cult-like" organizational culture. The enthusiastic theorizing about vision may get a bit tiresome, but managers and entrepreneurs will still find much to reflect upon here. Copyright 2003 Reed Business Information, Inc. Review Highly recommended for executives and managers from a variety of functional areas including business unit heads and ‘service lines’. -- Manyworlds.com About the Author Mark Lipton is Founder of the consulting firm Lipton & Co., which specializes in organizational growth. He is Professor of Management and Chair, Human Resources Management and Organizational Change Management at the Milano Graduate School, New School University, in New York City.

The best customer reviews 13 of 13 people found this review helpful. Read this book - then give all their direct reports Cynthia Froggatt Yippee! Non-academic psycho-babble, diagrams too complex or too simplistic management fables in this case. "Guiding Growth" is smart, witty and attractive - a must read for business leaders concerned with sustainable competitive advantage. Lipton begins by admitting something that few authors teacher / consultant / others never dare: I was wrong. Convinced that the link between the vision and growth was overstated, that the vision statements were just a fad, Lipton was surprised when his research has shown exactly the opposite. Now, readers can reap the benefits of changing the heart Lipton. In "The growth orientation," which takes us through the way of understanding how valuable he has a clear vision can be articulated and when implemented in a mighty way. Lipton voice is passionate and deeply personal writing. Although this book is firmly rooted in research and experience, is the use of Lipton stories and metaphors that will have a lasting effect on Yes, it makes you think, more importantly, it makes you feel something in your heart and gut. And 'this quality that distinguishes this book from other cases felt feelings books.Be "Principles of growth" causes can be very uncomfortable in a moment. Throughout the first chapters, I stopped often to think and take notes on my vision, my reason for being, as Lipton raised, "Why?" questions again and again. At the end of Chapter 4, I said "Yes, yes, yes," the vision of my work has become clearer. A reading of Chapter 5 in tears as she described the close relationship between vision and values ​​deeply rooted on the basis of life experience. second half of the book contains valuable advice for all entrepreneurs: how to put this vision into action, overcoming obstacles and avoid the pitfalls. Lipton Vision table has been tried and tested - to prove his points with examples from companies known to Mark Lipton Kudos for the courage to publicly admit he was wrong and taking the time to share with us their lessons learned in this book. - Cynthia C. Froggatt, author of "Work Naked: Eight basic principles for Peak Performance on the virtual desktop" (Jossey-Bass/Wiley, 2001) ... 10 of 10 people found the following review helpful. From the perspective of an entrepreneur for a customer, I was the founder and CEO of a small software company ... and was approached by a much larger technology company ... . After making an offer I could not refuse, I sold my company to them and agreed to perform for four years had to read this book on the use of vision to guide our growth during the transition. Ultimately, the acquisition within two years to the buyer. This book offers three components of a vision of the organization well developed: the rationale, strategy and values ​​of the buyer never took the time to go beyond a "sticker" for a vision. Even if it felt right track with my business because there never was an agreement on the strategy. The excitement and controversy (not to mention the time) in connection with these differences effectively paralyzed my staff were highly motivated and productive. The main values ​​of the two companies could not be more different. At the core of the values ​​before the acquisition involved doing whatever it takes to make our customers happy by what he had ongoing consulting agreements with us. Board of Directors of the Company to purchase, literally, I told my staff that this philosophy was unnecessary and expensive luxury.This book struck a chord because it was so real that the differences were clear. And, of course, would require more than one book to persuade the company to think more carefully by purchasing their plan, but has documented everything could have done