Hugh Davidson (Butterworth Heinemann 2002)
June 2002
Hugh Davidson challenges us to think again about visions: what they are, what they mean, how they change us, why we need them. You may, like many senior managers feel they are unnecessary, a corporate self-indulgence that simply detracts from a mountainous in-tray. Or you may like the idea but simply never get round to ever tackling it. Or you may simply feel disenfranchised, too small a cog in a vast machine. Or you may just be comfortable the way things are and be looking forward to your pension. If you’re in that last group skip the rest of these notes and relax it will soon be home time and the Journal can go back on the no doubt impressive book shelf.
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