VISION
to think in terms of four broad categories: target BHAGs, common-enemy BHAGs, role-model BHAGs, and internal-transformation BHAGs. (See the insert “Big, Hairy, Audacious Goals Aid Long- Term Vision.”) Vivid Description. In addition to vision-level BHAGs, an envisioned future needs what we call vivid description – that is, a vibrant, engaging, and specific description of what it will be like to achieve the BHAG. Think of it as translating the vi- sion from words into pictures, of creating an image that people can carry around in their heads. It is a question of painting a picture with your words. Pic- ture painting is essential for making the 10-to-30- year BHAG tangible in people’s minds. For example, Henry Ford brought to life the goal of democratizing the automobile with this vivid de- scription: “I will build a motor car for the great multitude.… It will be so low in price that no man making a good salary will be unable to own one and enjoy with his family the blessing of hours of pleasure in God’s great open spaces.… When I’m through, everybody will be able to afford one, and everyone will have one. The horse will have disap- peared from our highways, the automobile will be taken for granted…[and we will] give a large num- ber of men employment at good wages.” The components-support division of a computer- products company had a general manager who was able to describe vividly the goal of becoming one of
In the 1930s, Merck had the BHAG to transform itself from a chemical manufacturer into one of the preeminent drug-making companies in the world, with a research capability to rival any major univer- sity. In describing this envisioned future, George Merck said at the opening of Merck’s research facil- ity in 1933, “We believe that research work carried on with patience and persistence will bring to in- dustry and commerce new life; and we have faith that in this new laboratory, with the tools we have supplied, science will be advanced, knowledge in- creased, and human life win ever a greater freedom from suffering and disease.… We pledge our every aid that this enterprise shall merit the faith we have in it. Let your light so shine – that those who seek the Truth, that those who toil that this world may be a better place to live in, that those who hold aloft that torch of science and knowledge through these social and economic dark ages, shall take new cour- age and feel their hands supported.” Passion, emotion, and conviction are essential parts of the vivid description. Some managers are uncomfortable expressing emotion about their dreams, but that’s what motivates others. Churchill understood that when he described the BHAG fac- ing Great Britain in 1940. He did not just say, “Beat Hitler.” He said, “Hitler knows he will have to break us on this island or lose the war. If we can stand up to him, all Europe may be free, and the life of the world may move forward into broad, sunlit
uplands. But if we fail, the whole world, including the United States, including all we have known and cared for, will sink into the abyss of a new Dark Age, made more sinister and perhaps more protracted by the lights of perverted science. Let us therefore brace ourselves to our duties and so bear ourselves that if the British Empire and its Common- wealth last for a thousand years, men
You must translate the vision from words to pictures with a vivid description of what it will be like to achieve your goal.
the most sought-after divisions in the company: “We will be respected and admired by our peers.… Our solutions will be actively sought by the end- product divisions, who will achieve significant product ‘hits’ in the marketplace largely because of our technical contribution.…We will have pride in ourselves.… The best up-and-coming people in the company will seek to work in our division.… Peo- ple will give unsolicited feedback that they love what they are doing.… [Our own] people will walk on the balls of their feet.… [They] will willingly work hard because they want to.… Both employees and customers will feel that our division has con- tributed to their life in a positive way.”
will still say, ‘This was their finest hour.’” A Few Key Points. Don’t confuse core ideology and envisioned future. In particular, don’t confuse core purpose and BHAGs. Managers often exchange one for the other, mixing the two together or failing to articulate both as distinct items. Core purpose – not some specific goal – is the reason why the orga- nization exists. A BHAG is a clearly articulated goal. Core purpose can never be completed, where- as the BHAG is reachable in 10 to 30 years. Think of the core purpose as the star on the horizon to be chased forever; the BHAG is the mountain to be climbed. Once you have reached its summit, you move on to other mountains.
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HARVARD BUSINESS REVIEW September-October 1996
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