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Idealized design: Creative corporate visioning

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  • Ackoff, R. L.

Abstract

Corporate visions are frequently illusions or delusions. To be effective, a vision should consist of an operationally meaningful description of the organization its stakeholders would have if they could have any organization they wanted--without constraints. It should be a consensus formulation in which all the stakeholders or their representatives have had a hand. Such a description is an idealized design of the organization involved. How such a vision/design can be formulated and used, and its effects on the organization are discussed here.

Suggested Citation

  • Ackoff, R. L., 1993. "Idealized design: Creative corporate visioning," Omega, Elsevier, vol. 21(4), pages 401-410, July.
    • Handle: RePEc:eee:jomega:v:21:y:1993:i:4:p:401-410
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    Cited by:

    1. Pinzon-Salcedo, Luis Arturo & Torres-Cuello, Maria Alejandra, 2018. "Community Operational Research: Developing a systemic peace education programme involving urban and rural communities in Colombia," European Journal of Operational Research, Elsevier, vol. 268(3), pages 946-959.
    2. Paul J. H. Schoemaker, 2020. "How historical analysis can enrich scenario planning," Futures & Foresight Science, John Wiley & Sons, vol. 2(3-4), September.
    3. F O'Brien & M Meadows, 2007. "Developing a visioning methodology: Visioning Choices for the future of operational research," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 58(5), pages 557-575, May.
    4. Trutnevyte, Evelina & Stauffacher, Michael & Scholz, Roland W., 2012. "Linking stakeholder visions with resource allocation scenarios and multi-criteria assessment," European Journal of Operational Research, Elsevier, vol. 219(3), pages 762-772.
    5. Mingers, John & White, Leroy, 2010. "A review of the recent contribution of systems thinking to operational research and management science," European Journal of Operational Research, Elsevier, vol. 207(3), pages 1147-1161, December.

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