Role of Vision at Mentor Graphics
Role of Vision at Mentor Graphics
Introduction
For organizational change to be successful it is imperative that the vision is right. Burt Nanus, an expert in the subject, defines a vision as a realistic, credible, attractive future for [an] organization (Strategic vision, 2011). As the visions at Mentor Graphics changed, so did the future of the organization. “Revisioning” is important as the organization changes, but to many changes and/or not changing the vision fast enough created issues for Mentor Graphics.
How Vision Was Used Mentor graphics was formed in the early 1980’s and since that time has had over seven different visions. The visions had been used as a guide to decision-making and referenced what their future should be. One of the visions was “Beat Daisy.” This was what they wanted their future to be and they successfully did “Beat Daisy.”
Visions as defined by Pendlebury, Grouard, and Meston has three components - the problem, the solution, and the means (Palmer, Dunford, & Akin, 2009). The problem is why the change is needed, the solution is the aim of the change, and the means is the change actions that will be taken (Palmer, Dunford, & Akin, 2009). Each of these components was incorporated in Mentor Graphics visions, yet it was lost upon the way as the company changed.
Strengthen or Weaken? The multiple visions both strengthened and weakened the company. The visions strengthened the company by being able to connect the vision to the organizations inner voice. This was true with most of the visions, with the exception of two of them. The “10X Imperative” and “Changing the Way the World Designs Together” were not understood by customers and had little to do with the actual business that Mentor Graphics was operating. This was a weakness in the organization in that it didn’t’ portray what the CEO or president wanted to convey. It did strengthen the company in that many of its visions were based on “beating” its competitors.
Introduction
For organizational change to be successful it is imperative that the vision is right. Burt Nanus, an expert in the subject, defines a vision as a realistic, credible, attractive future for [an] organization (Strategic vision, 2011). As the visions at Mentor Graphics changed, so did the future of the organization. “Revisioning” is important as the organization changes, but to many changes and/or not changing the vision fast enough created issues for Mentor Graphics.
How Vision Was Used Mentor graphics was formed in the early 1980’s and since that time has had over seven different visions. The visions had been used as a guide to decision-making and referenced what their future should be. One of the visions was “Beat Daisy.” This was what they wanted their future to be and they successfully did “Beat Daisy.”
Visions as defined by Pendlebury, Grouard, and Meston has three components - the problem, the solution, and the means (Palmer, Dunford, & Akin, 2009). The problem is why the change is needed, the solution is the aim of the change, and the means is the change actions that will be taken (Palmer, Dunford, & Akin, 2009). Each of these components was incorporated in Mentor Graphics visions, yet it was lost upon the way as the company changed.
Strengthen or Weaken? The multiple visions both strengthened and weakened the company. The visions strengthened the company by being able to connect the vision to the organizations inner voice. This was true with most of the visions, with the exception of two of them. The “10X Imperative” and “Changing the Way the World Designs Together” were not understood by customers and had little to do with the actual business that Mentor Graphics was operating. This was a weakness in the organization in that it didn’t’ portray what the CEO or president wanted to convey. It did strengthen the company in that many of its visions were based on “beating” its competitors.
References: Palmer, I., Dunford, R., & Akin, G. (2009). Managing organizational change: A multiple perspectives approach. Boston: McGraw-Hill Irwin. Strategic vision. (2011). Retrieved from http://www.au.af.mil/au/awc/awcgate/ndu/strat-ldr-dm/pt4ch18.html