How to get the timing right

A new vision can absorb a vast amount of energy in the short term, and payout is longer term. For a company struggling with immediate problems, like incompetent managers or unnecessary costs, a new vision is probably the last thing needed. That's why on taking over the leadership of IBM in 1993, after record-breaking losses of $8 billion, new chairman Lou Gerstner said:

"There's been a lot of speculation on when I will deliver a vision. The last thing IBM needs right now is a vision." ^[1]

Gerstner wasn't denigrating visions. Other things had to be put right first, before a vision could work. Things like costs, productivity, structure and dedication to serving customers. Three years later, Gerstner unveiled a new vision:

"So it's with an enormous sense of irony, I say this: What IBM needs right now is a vision." ^[2]

He understood the importance of timing. 'Do it now' is often a recipe for failure in developing a new vision. ^[3] Chart 6.1 illustrates right and wrong timing.

Another reason for not rushing into a new vision is that it is a creative process. The answers are not obvious, and take time to work out.

"You can't impose and have to be inclusive. It's dangerous to go into a darkened room - it's best to go and wander about until your eyes become accustomed to it and you begin to see things. You can...