Building Your Company’s Visionby Ja

Building Your Company’s Vision



by James C. Collins and Jerry I. Porras


























Harvard Business Review
Reprint 96501





Harvard Business Review



SEPTEM BER- OCTOBER 1996

Re print N umb e r
JAMES C. COLLINS AND JERRY I. PORRAS BU ILD I N G Y O UR CO M PA N Y ’ S V ISIO N 96501
DAVID A. THOMAS AND ROBIN J. ELY M AK I N G D IFFERENCES M ATTER: A NEW PARAD IG M FOR M A N AG I N G D I VERSITY 96510
ANN MAJCHRZAK
AND QIAN WEI WANG BREAK I N G THE FU NCTIO N AL M I N D - SET I N PROCESS ORGA N I Z ATIO NS 96505
N. CRAIG SMITH, ROBERT J. THOMAS, AND JOHN A. QUELCH A STRATEGIC APPRO ACH TO M A N AG I N G PRO DUCT RECALLS 96506
RICHARD B. FREEMAN TO WARD A N APARTHEI D ECO N O M Y? 96503
W ITH CO MM ENTARIES BY: ROBERT B. REICH , JOSH S. WESTO N,
JO H N S W EENEY, W ILLI A M J. MCD O N O UGH , A N D JO H N M UELLER
GEORGE STALK, JR., DAVID K. PECAUT, AND BENJAMIN BURNETT BREAK I N G CO M PRO M ISES, BREAKA WAY GRO W TH 96507
JOHN STRAHINICH HBR CASE STUDY
THE PITFALLS OF PARENTI N G M ATURE CO M PA N IES
96508
BARBARA E. TAYLOR, RICHARD P. CHAIT, AND THOMAS P. HOLLAND SOCIAL ENTERPRISE
THE NEW W ORK OF THE N O NPROFIT BO ARD

96509
THOMAS DONALDSON W ORLD VIEW
VALUES I N TENSIO N : ETH ICS AWAY FRO M H O ME

96502
JAMES P. W OMACK
AND DANIEL T. JONES IDEAS AT W ORK
BEY O N D TO Y OTA: H O W TO ROO T O UT WASTE A N D

96511
PURSUE PERFECTIO N
MARC LEVINSO N BOOKS IN REVIEW
CAPITALIS M W ITH A SAFETY NET?

96504

HSEPTEMBERB-OCTOBRER 1996























by James C. Collins and Jerry I. Porras



We shall not cease from exploration And the end of all our exploring Will be to arrive where we started
And know the place for the first time.

T.S. Eliot, Four Quartets

Companies that enjoy enduring success have core values and a core purpose that remain fixed while their business strategies and practices end-

tions its structure and revamps its processes while preserving the ideals embodied in its credo. In 1996, 3M sold off several of its large mature businesses – a dramatic move that surprised the business press – to refocus on its enduring core purpose of solving unsolved problems innovatively. We studied com- panies such as these in our research for Built to Last: Successful Habits of Visionary Companies and found that they have outperformed the general stock market by a factor of 12 since 1925.

lessly adapt to a changing world. The dynamic of

preserving the core while stimulating progress is the reason that companies such as Hewlett- Packard, 3M, Johnson & Johnson, Procter & Gam- ble, Merck, Sony, Motorola, and Nordstrom be- came elite institutions able to renew themselves and achieve superior long-term performance. Hewlett-Packard employees have long known that radical change in operating practices, cultural norms, and business strategies does not mean los- ing the spirit of the HP Way – the company’s core principles. Johnson & Johnson continually ques-

James C. Collins is a management educator and writer based in Boulder, Colorado, where he operates a man- agement learning laboratory for conducting research and working with executives. He is also a visiting profes- sor of business administration at the University of Vir- ginia in Charlottesville. Jerry I. Porras is the Lane Profes- sor of Organizational Behavior and Change at Stanford University’s Graduate School of Business in Stanford, California, where he is also the director of the Executive Program in Leading and Managing Change. Collins and Porras are coauthors of Built to Last: Successful Habits of Visionary Companies (HarperBusiness, 1994).


HARVARD BUSINESS REVIEW September-October 1996 Copyright © 1996 by James C. Collins and Jerry I. Porras. All rights reserved.

VISION


Truly great companies understand the difference between what should never change and what should be open for change, between what is gen- uinely sacred and what is not. This rare ability to manage continuity and change – requiring a con- sciously practiced discipline – is closely linked to the ability to develop a vision. Vision provides guid- ance about what core to preserve and what future to stimulate progress toward. But vision has become one of the most overused and least understood words in the language, conjuring up different im- ages for different people: of deeply held values, out- standing achievement, societal bonds, exhilarating goals, motivating forces, or raisons d’être. We rec- ommend a conceptual framework to define vision, add clarity and rigor to the vague and fuzzy con- cepts swirling around that trendy term, and give practical guidance for articulating a coherent vision within an organization. It is a prescriptive frame- work rooted in six years of research and refined and tested by our ongoing work with executives from a great variety of organizations around the world.
A well-conceived vision consists of two major components: core ideology and envisioned future. (See the exhibit “Articulating a Vision.”) Core ide- ology, the yin in our scheme, defines what we stand for and why we exist. Yin is unchanging and com- plements yang, the envisioned future. The envi- sioned future is what we aspire to become, to achieve, to create – something that will require sig- nificant change and progress to attain.

Core Ideology
Core ideology defines the enduring character of an organization – a consistent identity that tran- scends product or market life cycles, technological breakthroughs, management fads, and individual leaders. In fact, the most lasting and significant contribution of those who build visionary com- panies is the core ideology. As Bill Hewlett said about his longtime friend and busi-
ness partner David Packard upon

company exists to make technical contributions for the advancement and welfare of humanity. Compa- ny builders such as David Packard, Masaru Ibuka of Sony, George Merck of Merck, William McKnight of 3M, and Paul Galvin of Motorola understood that it is more important to know who you are than where you are going, for where you are going will change as the world around you changes. Leaders die, products become obsolete, markets change, new technologies emerge, and management fads come and go, but core ideology in a great company endures as a source of guidance and inspiration.
Core ideology provides the glue that holds an organization together as it grows, decentralizes, di- versifies, expands globally, and develops workplace diversity. Think of it as analogous to the principles of Judaism that held the Jewish people together for centuries without a homeland, even as they spread throughout the Diaspora. Or think of the truths held to be self-evident in the Declaration of Inde- pendence, or the enduring ideals and principles of the scientific community that bond scientists from every nationality together in the common purpose of advancing human knowledge. Any effective vi- sion must embody the core ideology of the organi- zation, which in turn consists of two distinct parts: core values, a system of guiding principles and tenets; and core purpose, the organization’s most fundamental reason for existence.
Core Values . Core values are the essential and en- during tenets of an organization. A small set of timeless guiding principles, core values require no external justification; they have intrinsic value and importance to those inside the organization. The Walt Disney Company’s core values of imagination and wholesomeness stem not from market require- ments but from the founder’s inner belief that imagination and wholesomeness should be nur- tured for their own sake. William Procter and James Gamble didn’t instill in P&G’s culture a focus on product excellence merely as a strategy for success

Packard’s death not long ago, “As far as the company is concerned, the greatest thing he left behind him was a code of ethics known as the HP Way.” HP‘s core ideology, which has guided the company since its incep- tion more than 50 years ago, includes

Core ideology provides the glue
that holds an organization together through time.

a deep respect for the individual, a dedication to af- fordable quality and reliability, a commitment to community responsibility (Packard himself be- queathed his $4.3 billion of Hewlett-Packard stock to a charitable foundation), and a view that the

but as an almost religious tenet. And that value has been passed down for more than 15 decades by P&G people. Service to the customer – even to the point of subservience – is a way of life at Nordstrom that traces its roots back to 1901, eight decades before





Articulating a Vision



Core Ideology
# Core values
# Core purpose






Envisioned Future
# 10-to-30-year BHAG
(Big, Hairy, Audacious Goal)
# Vivid description

customer service programs became stylish. For Bill Hewlett and David Packard, respect for the individ- ual was first and foremost a deep personal value; they didn’t get it from a book or hear it from a man- agement guru. And Ralph S. Larsen, CEO of John- son & Johnson, puts it this way: “The core values embodied in our credo might be a competitive advantage, but that is not why we have them. We have them because they define for us what we stand for, and we would hold them even if they became a competitive disadvantage in certain situations.” The point is that a great company decides for itself what values it holds to be core, largely inde- pendent of the current environment, competitive requirements, or management fads. Clearly, then, there is no universally right set of core values. A company need not have as its core value cus- tomer service (Sony doesn’t) or respect for the indi- vidual (Disney doesn’t) or quality (Wal-Mart Stores doesn’t) or market focus (HP doesn’t) or teamwork (Nordstrom doesn’t). A company might have oper- ating practices an

Kết quả (Anh) 1:

Building Your company's Visionby James c. Collins and Jerry i. Porras Harvard Business ReviewReprint 96501 Harvard Business ReviewSEPTEM BER-OCTOBER 1996 Re print N umb e rJAMES c. COLLINS AND JERRY i. PORRAS BU ILD I N G Y O U R CO M PA N Y ' S V ISIO N 96501 DAVID a. THOMAS AND ROBIN j. ELY M AK I N G D IFFERENCES M ATTER: A NEW PARAD IG M FOR M A N a G I N G D I VERSITY 96510 ANN MAJCHRZAKAnd QIAN WEI WANG BREAK I N G THE FU NCTIO N AL M I N D-SET I N ATIO NS ORGA N I Z PROCESS 96505 N. CRAIG SMITH, ROBERT j. THOMAS, AND JOHN a. QUELCH A STRATEGIC APPRO ACH TO M A N a G I N G PRO DUCT RECALLS 96506 RICHARD B. FREEMAN TO WARD A N D ECO N O M Y APARTHEI? 96503 W ITH THE CO MM ENTARIES BY: ROBERT B. REICH, JOSH S. WESTO N, JO H N S W EENEY, W ILLI A M O O N MCD J. UGH, A N D JO H N M UELLERGEORGE STALK, Jr., DAVID k. PECAUT, AND BENJAMIN BURNETT BREAK I N G CO M M PRO ISES, BREAKA WAY GRO W TH 96507 JOHN STRAHINICH HBR CASE STUDYTHE PITFALLS OF PARENTI N G M ATURE CO M PA N IES 96508 BARBARA E. TAYLOR, RICHARD P. CHAIT, AND THOMAS P. HOLLAND SOCIAL ENTERPRISETHE NEW W ORK OF THE N O NPROFIT BO ARD 96509 THOMAS DONALDSON W ORLD VIEWVALUES I N N TENSIO: ETH ICS AWAY FRO M H O ME 96502 JAMES P. W OMACKAND DANIEL T. JONES IDEAS AT W ORKBEY O N D TO Y H O W: OTA TO ROO T O UT WASTE A N D 96511 PURSUE PERFECTIO N MARC LEVINSO N BOOKS IN REVIEWCAPITALIS M W ITH A SAFETY NET? 96504 HSEPTEMBERB-OCTOBRER 1996by James c. Collins and Jerry i. Porras We shall not cease from exploration And the end of all our exploring Will be to arrive where we startedAnd know the place for the first time.T.s. Eliot, Four QuartetsCompanies that enjoy enduring success have core values and a core purpose that remain fixed while their business strategies and practices end- tions its structure and revamps its processes while preserving the ideals embodied in its credo. In 1996, 3 m sold off several of its large mature businesses – a dramatic move that surprised the business press-to refocus on its enduring core purpose of solving unsolved problems innovatively. We studied com-panies such as these in our research for Built to Last: Successful Habits of Visionary Companies and found that they have outperformed the general stock market by a factor of 12 since 1925. lessly adapt to a changing world. The dynamic of preserving the core while stimulating progress is the reason that companies such as Hewlett-Packard, 3 m, Johnson & Johnson, Procter & Gam-ble, Merck, Sony, Motorola, and Nordstrom be-came at elite institutions able to renew themselves and achieve superior long-term performance. Hewlett-Packard employees have long known that radical change in operating practices, cultural norms, and business strategies does not mean los-ing the spirit of the HP Way-the company's core principles. Johnson & Johnson continually ques- James c. Collins is a management educator and writer based in Boulder, Colorado, where he operates a man-agement learning laboratory for conducting research and working with executives. He is also a visiting profes-sor of business administration at the University of Vir-ginia in Charlottesville. Jerry i. Porras is Profes-sor the Lane of Organizational Behavior and Change at Stanford Graduate School of Business University's in Stanford, California, where he is also the director of the Executive Program in Leading and Managing Change. Collins and Porras are coauthors of Built to Last: Successful Habits of Visionary Companies (HarperBusiness, 1994). HARVARD BUSINESS REVIEW September-October 1996 Copyright © 1996 by James c. Collins and Jerry i. Porras. All rights reserved. VISION Truly great companies understand the difference between what should never change and what should be open for change, between what is gen-uinely sacred and what is not. This rare ability to manage continuity and change – requiring a con-sciously practiced discipline – is closely linked to the ability to develop a vision. Vision provides the guid-ance core about what to preserve and what future to stimulate progress toward. But vision has become one of the most overused and least understood words in the language, conjuring up different im-ages for different people: of deeply held values, out-standing achievement, societal bonds, exhilarating goals, motivating forces, raisons d ' être of the or. We rec-ommend a conceptual framework to define vision, add clarity and rigor to the vague and fuzzy con-cepts swirling around that trendy term, and give practical guidance for articulating a coherent vision within an organization. It is a prescriptive frame-work rooted in six years of research and refined and tested by our ongoing work with executives from a great variety of organizations around the world.A well-conceived vision consists of two major components: core ideology and envisioned future. (See the exhibit "Articulating a Vision.") Core ide-ology, the yin in our scheme, defines what we stand for and why we exist. Yin is unchanging and com plements-yang, the envisioned future. The envi-sioned future is what we aspire to become, to achieve, to create-something that will require sig-nificant change and progress to attain.Core IdeologyCore ideology defines the enduring character of an organization – a consistent identity that tran-scends product or market life cycles, technological breakthroughs, management fads, and individual leaders. In fact, the most lasting and significant contribution of those who build visionary com-panies is the core ideology. As Bill Hewlett said about his longtime friend and busi-Ness partner David Packard upon company exists to make technical contributions for the advancement and welfare of humanity. Outsourcing compa-ny builders such as David Packard, Masaru Ibuka of Sony, George Merck of Merck, William McKnight of 3 m, and Paul Galvin of Motorola understood that it is more important to know who you are than where you are going, for where you are going will change as the world around you changes. Leaders die, products become obsolete, markets change, new technologies emerge, and management fads come and go, but core ideology in a great company endures as a source of guidance and inspiration.Core ideology provides the glue that holds an organization together as it grows, decentralizes, di-versifies, expands globally, and develops workplace diversity. Think of it as analogous to the principles of Judaism that held the Jewish people together for centuries without a homeland, even as they spread throughout the African Diaspora. Or think of the truths held to be self-evident in the Declaration of Inde-pendence, or the enduring ideals and principles of the scientific community that bond scientists from every nationality together in the common purpose of advancing human knowledge. Any effective vi-sion must embody the core ideology of the organi-zation, which in turn consists of two distinct parts: core values, a system of guiding principles and tenets; and core purpose, the Organization's most fundamental reason for existence.Core Values. Core values are the essential and en-during tenets of an organization. A small set of timeless guiding principles, core values require no external justification; they have intrinsic value and importance to those inside the organization. The Walt Disney Company's core values of imagination and wholesomeness stem not from market require-ments but from the founder's inner belief that imagination and wholesomeness should be nur-tured for their own sake. William Procter and James Gamble didn't instill in P & G's culture a focus on product excellence merely as a strategy for success Packard's death not long ago, "As far As the company is concerned, the greatest thing he left behind him was a code of ethics known as the HP Way." HP's core ideology, which has guided the company since its incep-tion more than 50 years ago, includes Core ideology provides the gluethat holds an organization together through time. a deep respect for the individual, a dedication to af-fordable quality and reliability, a commitment to community responsibility (Packard himself be-queathed his $ 4.3 billion of Hewlett-Packard stock to a charitable foundation), and a view that the but as an almost religious tenet. And that value has been passed down for more than 15 decades by P & G people. Service to the customer – even to the point of subservience-is a way of life at Nordstrom that traces its roots back to 1901, eight decades before Articulating a Vision Core Ideology# Core values# Core purposeEnvisioned Future# 10-to-30-year BHAG(Big, Hairy, Audacious Goal)# Vivid descriptioncustomer service programs became stylish. For Bill Hewlett and David Packard, respect for the individ-ual was first and foremost a deep personal value; they didn't get it from a book or hear it from a man-agement guru. And Ralph s. Larsen, CEO of John-son & Johnson, puts it this way: "The core values embodied in our credo might be a competitive advantage, but that is not why we have them. We have them because they define for us what we stand for, and we would hold them even if they became a competitive disadvantage in certain situations. " The point is that a great company decides for itself what values it holds to be core, inde-pendent largely of the current environment, competitive requirements, or management fads. Clearly, then, there is no universally right set of core values. A company need not have as its core value cus-tomer service (Sony doesn't) or respect for the indi-vidual (Disney doesn't) or quality (Wal-Mart Stores doesn't) or market focus (HP doesn't) or teamwork (Nordstrom doesn't). A company might have oper-ating practices an

Kết quả (Anh) 2:

Building Your Company's Vision by James C. Collins and Jerry I. Porras Harvard Business Review Reprint 96501 Harvard Business Review SEPTEM BER- OCTOBER 1996 N umb er ra Re JAMES C. COLLINS AND JERRY I. PORRAS BU ILD UR CO M PA NY INGYO ' SV ISIO N 96 501 DAVID A. THOMAS J. ELY AND ROBIN M AK INGD IFFERENCES M Atter: A NEW FOR MAN AG PARAD IG M 96 510 INGDI versity Majchrzak ANN WANG WEI QIAN AND THE BREAK ING FU NCTIO N AL MIND - SET IN PROCESS Orga NS atio NIZ 96 505 N. CRAIG SMITH, ROBERT J. THOMAS, AND Quelch A STRATEGIC TO MAN AG ING APPRO ACH PRO DUCT Recalls 96,506 RICHARD B. FREEMAN TO WARD AN ECO Nomy APARTHEI D? 96 503 W ITH CO MM ENTARIES BY: ROBERT B. REICH, S. WESTO JOSH N, JO HNSW EENEY, W ILLI AM J. MCD ONO UGH, AND JO HNM UELLER GEORGE Stalk, JR., DAVID K. PECAUT, AND BENJAMIN BURNETT BREAK ING CO M PRO M ISES, GRO W TH 96 507 BREAKA WAY HBR CASE STUDY STRAHINICH JOHN OF THE pitfalls PARENTI CO M PA N NGM ATURE IES 96 508 BARBARA E. TAYLOR, RICHARD P. Chait, SOCIAL ENTERPRISE AND THOMAS P. HOLLAND THE NEW W ORK OF THE BO ARD NPROFIT NO 96 509 THOMAS W orld DONALDSON VIEW VALUES IN tensio N: ETH ICS ME AWAY FRO MHO 96 502 W JAMES P. OMACK DANIEL T. JONES AND IDEAS AT W ORK BEY OND TO Y OTA: HOW TO ROO TO UT WASTE AND 96 511 N pursue Perfectio Marc Levinson N BOOKS IN REVIEW A SAFETY NET ITH capitalis MW? 96,504 HSEPTEMBERB-OCTOBRER 1996 by James C. Collins and Jerry I. Porras we shall not cease from exploration And the end of all our exploring Will be to arrive Where We Started And know the place for the first time. TS Eliot, Four Quartets Companies mà enjoy success have core values ​​Enduring and a core purpose Remain fixed có có business strategies and practices while end- tions structure and revamps its processes while its Embodied IDEALS its print preserving the credo. In 1996, 3M sold off its large mature vài of Businesses - a dramatic move surprised the business press mà - to refocus on its core purpose of Solving Enduring unsolved problems innovatively. We studied com- panies in our những như research for Built to Last: Successful Habits of Visionary Companies and Found mà They have outperformed the general stock market by a factor of 12 since 1925. lessly adapt to a world thay. The dynamic of preserving the core while stimulating progress is the reason mà như companies Hewlett-Packard, 3M, Johnson & Johnson, Procter & Gam- ble, Merck, Sony, Motorola, and Nordstrom be- Came thể renew elite Themselves and Institutions Achieve Long-Term superior performance. Hewlett-Packard employees have known dragon print mà radical change operating practices, cultural norms, and business strategies does not mean los- ing the spirits of the HP Way - the company's core Principles. Johnson & Johnson Continually ques- James C. Collins is a writer based print management Educator and Boulder, Colorado, where he operates a laboratory for learning Man- tiến hành man- agement research and working with executives. He is a visiting profes- sor cũng of business administration at the University of Vir- ginia print Charlottesville. Jerry I. Porras is the Lane Profes- sor of Organizational Behavior and Change at Stanford University's Graduate School of Business in Stanford, California, where he is the director of the Executive am also print Leading and Managing Change Program. Collins and Porras are coauthors of Built to Last: Successful Habits of Visionary Companies (HarperBusiness, 1994). HARVARD BUSINESS REVIEW September-October 1996 Copyright © 1996 by James C. Collins and Jerry I. Porras. All rights reserved. VISION Truly great companies hiểu the difference the between what should never change and what should be open for change, the between what is sacred and what is gen- uinely not. This rare ability to manage continuity and change - requiring a con- sciously Practiced discipline - is Closely linked to the ability to develop a vision. Vision provides guid- ance about what core to preserve and what future to stimulate progress Toward. But one of the vision has trở nhất overused words and nhất understood in the language, conjuring up khác im- ages for Different People: of deeply giữ values, out- standing Achievement, Societal bonds, exhilarating goals, motivating forces, for or raisons d ' être. We rec- ommend a conceptual framework to define vision, clarity and rigor add to the vague and fuzzy con- cepts swirling around mà trendy term, and give practical guidance for articulating a coherent vision trong an organization. It is a prescriptive frame- work six years of research rooted print and refined and Tested by our work with executives from Ongoing variety of a great Organizations around the world. A well-conceived vision Consists of two major components: core Ideology and envisioned future. (See the Exhibit "articulating a Vision.") Core ide- ology, the yin in our scheme, defines what we stand for and Why We exist. Yin yang is unchanging and com- plements, the envisioned future. The envi- sioned future is what we aspire to trở, to Achieve, to create - something sẽ require sig- nificant change and progress to Attain. Core Ideology Core Ideology defines the character of an organization Enduring - a Consistent identity tran- scends mà product market life cycles or, Technological Breakthroughs, management fads, and the individual Leaders. In fact, the contribution of the significant and lasting nhất những com- panies who build visionary Ideology is the core. As Bill Hewlett said about his longtime friend and Busi- ness partner David Packard upon company exists to make technical advancement and welfare for the Contributions of humanity. Compa- ny Builders như David Packard, Masaru Ibuka of Sony, George Merck of Merck, William McKnight of 3M, and Paul Galvin of Motorola understood as little more important, is to know who you are where you are going charcoal, for where you are going will change as the world changes around you. Leaders die, products trở obsolete, Markets change, new technologies emerge, and management fads come and go, but in a great core Ideology company endures as a source of guidance and inspiration. Core Ideology provides the glue mà Holds an organization together as it Grows , decentralizes, di- versifies, expands globally, and develops workplace diversity. Think of it as analogous to the Principles of Judaism the Jewish People giữ mà together for centuries without a homeland, even level throughout the Diaspora as chúng spread. Or think of the truths to be self-Evident giữ in the Declaration of Inde- pendence, or the Enduring Principles of the scientific IDEALS and community from scientists of every nationality mà bond together in the common purpose of advancing human knowledge. Any effective vi- sion phải embody the core Ideology of the organi- zation, mà Consists of two distinct turn print parts: core values, a system of Guiding Principles and tenets; and core purpose, the organization's Most fundamental reason for Existence. Core Values. Core values ​​are the essential and tenets of an organization en- khi. A small set of Guiding Principles timeless, core values ​​require no external justification; They have intrinsic value and Importance to những inside the organization. The Walt Disney Company's core values ​​of imagination and wholesomeness stem not from market require- ments but from the founders's inner imagination and wholesomeness Belief mà nên nur- tured for Their Own Sake. William Procter and James Gamble did not instill print P & G's culture a focus on product excellence merely as a strategy for success Packard's death not of long ago, "As far as the company is Concerned, the greatest thing he left behind him was a code of Ethics known as the HP Way. "HP's core Ideology, has guided the company since mà its incep- tion 50 years ago more coal, includes Core Ideology provides the glue mà Holds an organization together through time. a deep respect for the the individual, a dedication quality and reliability to af- fordable, a Commitment to community Responsibility (Packard Himself $ 4.3 Billion HIS be- queathed of Hewlett-Packard stock to a Charitable Foundation), and a view rằng but as an almost Religious Tenet. Và value passed down for more Đã charcoal 15 Decades by P & G people. Service to the customer - to the point of subservience even level - is a way of life at Nordstrom mà traces its roots back to 1901, eight Decades all before articulating a Vision Core Ideology Core values ​​# # Core purpose envisioned Future # 10-to-30- year BHAG (Big, Hairy, Audacious Goal) # Vivid description customer service programs became stylish. For Bill Hewlett and David Packard, respect for the individ- ual was first and foremost a deep personal value; They did not get it from a book or hear it from a Man- man- agement guru. And Ralph S. Larsen, CEO of John- son & Johnson, puts it this way: "The core values ​​in our credo Embodied Might Be a competitive Advantage, But That is not why WE HAVE added. We have added vì chúng define for us what we stand for, and add dù We would hold a competitive disadvantage became chúng Certain Situations print. "The point is mà a great company for Itself what values ​​Decides It holds to be core, largely inde - pendent of the current environment, competitive requirements, or management fads. Clearly, then, there is no universally right set of core values. A company need not have as its core value cus- tomer service (Sony does not), or respect for the indi- vidual (Disney does not) or quality (Wal-Mart Stores does not) or market focus (HP doesn ' t) or teamwork (Nordstrom does not). A company might, oper- ating practices have an