Why strategic vision statements won't measure up

Abstract

Purpose

This paper aims to highlight and explain the puzzling phenomenon that a plethora of vision statements do not measure up to the standards prescribed in the strategic management literature.

Design/methodology/approach

The article offers a fresh perspective based on careful reflection on properties of the phenomenon.

Findings

When it is acknowledged that business landscapes change or that sharing strategies can be risky, managers may need to deliberately depart from normative guidelines found in standard MBA textbooks. The common assumption that managers are simply unable to craft quality vision statements may not be realistic, particularly as these same managers are often steering very successful organizations.

Research limitations/implications

As the viewpoint article offers a new perspective, it can stimulate further investigation by surveying managers and using rigorous techniques.

Originality/value

The article can help newly minted MBAs realize why senior executives may be crafting vague vision statements, contradicting the textbook guidelines. The article can also encourage senior executives to reflect on current industry practices of stating visions, particularly on determinants of the properties of vision statements.

Citation

Rahman, M. (2009), "Why strategic vision statements won't measure up", Strategic Direction, Vol. 25 No. 4, pp. 3-4. https://doi.org/10.1108/02580540910943460