In my February 10th blog post, I wrote about the importance of visioning and how Ari Weinzweig uses visioning with much success within Zingerman's, the company that he co-founded 25 years ago in Ann Arbor, Michigan. One commentor to my blog reminded me that some executives of large companies do not see the value of visioning. They don't want to be held accountable for a vision that will keep changing over time. If these executives want an example of the power of visioning in a large organization (How about 80 million people?), they should look at what took place in Egypt over the past two weeks. Many disparate groups coalesced around a vision: an Egypt of justice, freedom, and democracy and without Hosni Mubarak, the current ruler.
That vision drove their revolution. If they had tried to decide on "how" before deciding on "what", the revolution never would have happened. Now these various groups have the very hard task of agreeing on how they will make their shared vision into a reality. Maybe the devil is in the details, but if they keep focused on their vision for a new Egypt, they will succeed. People need a compelling vision, especially when we are asking them to commit fully to achieving grand and important goals. People will take extraordinary risks and accomplish extraordinary things when they have passion for the intended results. This goes for small businesses, large corporations, and nation states.