ACTIVIDAD 1 PARTE 1

Best of the best

Well we start saying that this book is not about visionary concepts of markets, nor about having a corporate vision but is "visionary companies". This book tells of the visionary companies that are most important to your industry and have a great admiration by the world around them.

It also begins talking about the visionary company is an organization, institution and visionary companies prosper over long periods of time, across multiple product life cycles and multiple generations of active leaders. The designation of these companies was chosen to reflect the fact that have distinguished themselves as a very special and exclusive institution type because they are more prosperous and more than durable because they are the best in their respective industries and many have served as a model for administration practice worldwide.

But we have noticed that visionary companies have setbacks such as mentions a case like Walt Disney was affected in a flow crisis that forced him to sell shares to the public. Just as Boeing, Sony, IBM.

This shows that in fact these companies were affected by mistakes at some point and it is important that showed remarkable clasticidad. But nevertheless showed an extraordinary long-term performance.

But the visionary companies have done more than just generate long-term returns. Because for better or worse these companies have left an indelible mark on the world around them.

Then discuss some myths mentioned as "thwarted"

Myth 1: You need a great idea to start a company

Reality: It could be a bad idea because several visionary companies began with great ideas in fact many started without specific idea

Myth 2: Visionary companies require great visionary and charismatic leaders

Reality: A charismatic visionary leader is not needed at all for a visionary company

Following are the origins: Who is the visionary leader 3M?

In 1988 they began to wrestle with the issue of corporate vision and that vision has received much attention in the popular press and among management thinkers. Since one hand this term has been fiddling much and had been used and so many ways it was more so confounded. Therefore he had created a bad image about what it actually means "vision" and what made 3M is to be released that is more than visionary leadership but this company is best described as visionary company and Based on this, the book has two primary objectives.

1. Identify the key features and common dynamic visionary companies and translate these findings into a useful conceptual framework of reference

2.

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