Developing a Shared Vision

The new company s future platform has to be announced as soon as possible for two reasons first, a clear vision prevents uncertainty in the organization and secures the motivation of the employees. This is especially important in toda/s War for Talent (see Chapter 10). Second, it serves as a proactive demonstration to the financial markets that the management has the firm intention of reorienting the new company, so that shareholders respond to the company s targets rather than setting their own goals. 

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The FDA Science Board (1) and the Advisory Committee for Pharmaceutical Science (2) discussions on the current state of pharmaceutical manufacturing, challenges faced, and opportunities for improvement are the primary basis of this report. Information gathered at several national and international scientific workshops provided examples of scientific and technological opportunities and afforded the opportunity to debate and develop a shared vision for the future. This vision is articulated as the desired state for pharmaceutical manufacturing in the 21st century. 

Because nonmetals do not form monatomic cations, the nature of bonds between atoms of nonmetals puzzled scientists until 1916, when Lewis published his explanation. With brilliant insight, and before anyone knew about quantum mechanics or orbitals, Lewis proposed that a covalent bond is a pair of electrons shared between two atoms (3). The rest of this chapter and the next develop Lewis s vision of the covalent bond. In this chapter, we consider the types, numbers, and properties of bonds that can be formed by sharing pairs of electrons. In Chapter 3, we revisit Lewis s concept and see how to understand it in terms of orbitals. 

Management must develop a clear and consistent corporate perspective for China. This should start with a dear vision on strategic priorities based on the opportunities and threats, and should include growth and sales share targets. The vision then translates into an investment strategy - specifically deciding on whether to build or whether to acquire. 

A shared performance culture. Merging companies should also look upon the integration process as a unique opportunity for reorientation, for example, completely reorganizing their areas of business or introducing new incentive systems. They should also look to develop a new and inspiring vision and a strategy for growth. 

A two-step process has proved a valuable tool to address the individual perspective in building a shared performance culture. Fig. 15.8 shows an example of a division of a chemical company for which a common vision was to be developed. 

Shared vision building a sense of commitment in a group by developing shared images of the future we seek to create and the principles and guiding practices by which we hope to get there. 

Maintenance leadership must continually develop the skUls, abilities and attitudes to lead maintenance into the future. Maintenance leaders must completely understand the 25 requirements for effective maintenance management and develop priorities for action. Maintenance leaders must create understanding within the organization about maintenance and develop a vision of continuous maintenance improvement shared throughout the organization. 

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