In the long run, vision is what drives the technology marketplace. Companies that have the correct vision in the long run will prosper and grow, and companies that have limited or incorrect vision will wither and die. In an effort to maximize the stream of revenue, companies tend to work against the tide of vision. Take the products and services of today and sell, sell, sell. The problem with maximizing the profits of today is that it ossifies the mind-set of the people working for the company. It simply freezes any innovation or expansion of vision. The same selling patterns, the same products (or different versions of the same product) and the same value proposition become institutionalized, and the company becomes crippled in its ability to change. In a way, companies in technology become victims of their own success. The more successful the company is, the more rigid it becomes with its vision.
In order to become successful in the long run, a corporation must not only have vision, but also have the right vision. The vision must be correct and comprehensive, as sweeping as possible and, at the same time, as intertwined with the needs of the customers as possible. Stated another way, success in technology puts a hammer in the hand of management and everything starts to look like a nail.
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