According to James Collins and Jerry Porras in their article ‘Building your company’s vision’ (1996, in De Wit & Meyer, 2010, Reading 11.3), why are ‘truly great companies’ so special?
Truly great companies are built on extraordinary people
Truly great companies only rely on progress for achievement
Truly great companies only need to use their values as vision and guidance
Truly great companies understand the difference between what should never change, and what should be open for change.
Collins and Porras (‘Building your company’s vision’, 1996, in De Wit & Meyer, 2010, Reading 11.3) articulate a certain ‘well-conceived vision’ that consists of two major components:
Core values and core purpose
Core ideology and core purpose
Core ideology and envisioned future
Core values and long-term vision.
According to Collins and Porras’ article (‘Building your company’s vision’, 1996, in De Wit & Meyer, 2010, Reading 11.3), judge whether the following statements are true or false:
I Core va lues are part of the vision ‘core ideology’. It is a system of essential guiding principles and tenets. II Core purpose is the organization’s most fundamental reason for existence.
Both statements are true
Statement I is true, statement II is false
Statement I is false, statement II is true
Both statements are false.
According to Collins and Porras’ article (‘Building your company’s vision’, 1996, in De Wit & Meyer, 2010, Reading 11.3), which powerful method is advised for ‘getting at purpose’?
The ‘what for’ method
The ‘five whys’ method
The ‘so what’ method
The ‘maximize shareholder wealth’ method.
With which of the following statements would Collins and Porras (‘Building your company’s vision’, 1996, in De Wit & Meyer, 2010, Reading 11.3) disagree?
The role of core ideology is to guide, inspire, but not differentiate
Core ideology needs to be meaningful and inspirational to people inside and outside the organization
An organization can have a very strong core ideology without a formal statement
Identifying core ideology is a discovery process, but setting the envisioned future is a creative process.
Which statement is not compatible with the definition of a ‘core purpose’, by Collins and Porras (‘Building your company’s vision’, 1996, in De Wit & Meyer, 2010, Reading 11.3)?
The organization’s raison d’être
People’s idealistic motivations for doing the company’s work
Maximizing shareholder wealth
A guiding star on the horizon.
According to Collins and Porras’ article (‘Building your company’s vision’, 1996, in De Wit & Meyer, 2010, Reading 11.3), what does the creation of an effective envisioned future require?
Setting easy and reasonable goals
Unreasonable confidence and commitment, keeping in mind the ambitious BHAG
Confusing core purpose and the Big, Hairy, Audacious Goal
It involves concreteness, and only concreteness.
According to Collins and Porras’ article (‘Building your company’s vision’, 1996, in De Wit & Meyer, 2010, Reading 11.3), NASA, Ford and Apple all suffered from the ‘We’ve Arrived Syndrome’, which is:
The failure to realize core ideology and envisioned future
A company’s inertia after a crucial innovation
A complacent lethargy that arises once an organization has achieved one BHAG and fails to replace it with another
The immediate replacement of a BHAG that has been achieved, by a new BHAG.