Exploring the current practice of visioning: case studies from the UK financial services sector

This paper describes case vignettes of the practice of vision development in eight financial services organisations. Important observations emerge about current practice; for example, formal methodologies are rarely adopted in vision development; rather, more informal processes of debate are preferred. A major tension is observed in organisations that exist to provide a service, and yet do not involve the deliverers of that service in the process of vision development. Weaknesses in internal communication and staff buy-in to the vision are identified, along with difficulties in completing the strategic development process.