Relationship between Vision and Direction of Change

Relationship between Vision and Direction of Change

In my view, vision is an organization’s long term objective expressing where it wants to take its brand or what it wants to become. The vision should originate from and be conveyed by the management. It also has to be articulated to make practical sense while simultaneously remaining a milestone the organization is striving to achieve. A well laid out vision has to inspire a sense of collective responsibility within the organization to achieve it.

An organization’s established vision with both short term and long term objectives does not exist in a vacuum. On the contrary, it operates within an organizational ecosystem within which Goodfellow, (1985) determined change to be a pervasive and universal phenomenon. Internal and external environmental forces necessitate the need for change management. Clark and Parsons, (1960) outline coordination, goals, change, and organizational structure as the 4 prerequisites for survival in every competitive business environment.

Volatility and uncertainty in highly competitive business environments therefore demand that sometimes alterations are made to policies and structures that were established to realize the organization’s vision, (Bolman & Deal, 1991). Globalization and the consequent increased demand for talented human resources, for instance, requires that an organization is restructured to implement standardized practices and invest in diversity management. Additionally, information technology has prompted decentralizing organizations previously centralized functions.

Transformative vision involves putting in place the means and ways to establish robust systems that address growing environmental pressures and competitive challenges. It demands proactivity in anticipation of change and directing change management towards adapting to it. In summary, vision is a key cornerstone in the implementation and direction of change in an organization. The vision and organization strategy must be interdependent and integrated to achieve predefined objectives and goals through a collaborative effort of all the management and all stakeholders.


Bolman, L. G., & Deal, T. E. (1991). Leadership and management effectiveness: A multi-frame, multi-sector analysis. Human Resource Management30(4), 509-534.

Clark, S. D., & Parsons, T. (1960). Structure and process in modern societies. American Sociological Review25(6), 971.

Goodfellow. B (1985). The Evolution and Management of Change in Large Organizations. Army Organizational Effectiveness Journal 1: 25-29.

Laouiti, R., Gharbi, S., & Liouane, N. (2014). The effect of business environment on firm performance exploratory study: Case of Tunisian Enterprises. INTERNATIONAL JOURNAL OF MANAGEMENT & INFORMATION TECHNOLOGY8(3), 1430-1439.

Morison, I. (1999). The impact of technology and globalization. Driving Strategic Change in Financial Services, 64-74.

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