ABSTRACT
Most organization leaders can quote at least one example of failed vision and values.
Front-line people gain vast amusement from platitudes emerging from the corridors of
power after months of frenzied effort. They would recognize the cartoon in Chart 12.1
What proportion of vision and values programmes succeeds? This is a trick question
because in order to answer it, you have to define ‘success’. What is it? At best, you’d
expect a clearer sense of direction, more motivated employees and more committed
customers. At least you’d look for visible change in behaviour and approach to deci-
sions. An acid test would be to visit the organization 3 years later, and check whether
you can spot any differences.
