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In other words, the company's vision was not developed based on the right reasons. This means that the entire strategy that Mentor Graphics developed was not a suitable one for the company and the situations in case. The company failed to adapt in due time to the changes produced by the environment partly because the vision was not a suitable one.
5. In the case of a company like Mentor Graphics it would have made more sense for the vision to determine the change. Given the fact that the company was at its beginnings in terms of firm life cycle, it would have been more natural for the company to develop a clear vision of what the company intends to achieve on medium term and long-term, to develop a strategy based on that vision, and to drive change based on the established vision and strategy.
But Mentor Graphics did exactly the opposite. In the company's case, the various visions implemented by the company were determined by the changes that emerged in the company's environment. In other words, instead of building its own direction, the company was permanently trying to adapt to changes imposed by external factors. This means that the company's management had little control over the direction that the company was supposed to follow and over the company's...
The image of managing change that can be applied in Mentor Graphics' case is represented by the nurturer. In this case, as mentioned above, vision is not established as a driver of change, but vision emerges from unpredictable change, compelling the company to react to these changes by modifying the vision.
Mentor Graphics' visions are developed on a temporary basis, they are frequently modified, and some of the visions applied by the company are very distinct from others, making proof of the fact that the company develops various visions in order to adapt to environmental changes.
Reference list:
1. Kotelnikov, V. (2001). Corporate Vision, Mission, Goals and Strategies. Retrieved February 13, 2010 from http://www.1000ventures.com/business_guide/crosscuttings/vision_mission_strategy.html.
2. Terez, T. (2002). Meaningful Missions and Visions. Retrieved February 13, 2010 from http://www.betterworkplacenow.com/qanda1.html.
Reference list:
1. Kotelnikov, V. (2001). Corporate Vision, Mission, Goals and Strategies. Retrieved February 13, 2010 from http://www.1000ventures.com/business_guide/crosscuttings/vision_mission_strategy.html.
2. Terez, T. (2002). Meaningful Missions and Visions. Retrieved February 13, 2010 from http://www.betterworkplacenow.com/qanda1.html.
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