Developing and Executing Your Vision

Introduction

Leaders have to be strategists, negotiators, and visionaries. This collection of articles from MIT Sloan Management Review looks at the particular challenges of keeping an organization’s vision on track across business units when there’s dissent among the ranks and when momentum starts to flag.

From “Protect Your Project From Escalating Doubts”:

• Many big projects start off well but then lose momentum and spiral downward as skeptical stakeholders withdraw support. This self-perpetuating downward spiral can cause contributors to distance themselves from an effort that is losing support, cannot overcome inertia, or becomes derailed.
• Executives need to identify common triggers that spark stakeholder concerns and take action to avert ...