powerful essential intent inspires people partially because it is concrete enough to answer the question, “How will we know when we have succeeded?” This was illustrated brilliantly to me by Professor Bill Meehan, who spent thirty years with McKinsey advising CEOs and senior leaders on strategy and now teaches a class called “The Strategic Management of Nonprofits” at the Stanford School of Business. When I took his course as a postgraduate, one of the assignments he gave us was to evaluate the vision and mission statements of nonprofit organisations. As the class reviewed more than one
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