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Excellence through Envisioning


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1 Lal Bhahadur Shastri Institute of Management & Training (LBSIMT) Bareilly, India
 

Envisioning helps in realizing dreams and aspirations. It creates paradigms of possibilities and supports in striving for excellence even in apparently difficult times. It is a continuous process of being sensitive to the changes, happenings in the external and internal environment and identifying or creating prospects through an optimistic navigation and synergistic convergence of challenging experimentation with innovative resources. Historically, those who took important initiatives to achieve exemplary success in long-term are called visionary leaders. This paper attempts to develop the concept of envisioning into a systematic approach and tries to evolve a process which can help everyone achieve excellence through looking beyond the obvious, charting a challenging agenda, gauging gaps between envisioned states/levels and existing states/levels of factors of performance and supportive process as well as consistently striving on an ever-improving action agenda to fill these gaps with innovative initiatives.
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  • Excellence through Envisioning

Abstract Views: 565  |  PDF Views: 167

Authors

Rajendra P. Bharti
Lal Bhahadur Shastri Institute of Management & Training (LBSIMT) Bareilly, India

Abstract


Envisioning helps in realizing dreams and aspirations. It creates paradigms of possibilities and supports in striving for excellence even in apparently difficult times. It is a continuous process of being sensitive to the changes, happenings in the external and internal environment and identifying or creating prospects through an optimistic navigation and synergistic convergence of challenging experimentation with innovative resources. Historically, those who took important initiatives to achieve exemplary success in long-term are called visionary leaders. This paper attempts to develop the concept of envisioning into a systematic approach and tries to evolve a process which can help everyone achieve excellence through looking beyond the obvious, charting a challenging agenda, gauging gaps between envisioned states/levels and existing states/levels of factors of performance and supportive process as well as consistently striving on an ever-improving action agenda to fill these gaps with innovative initiatives.


DOI: https://doi.org/10.20968/rpm%2F2011%2Fv9%2Fi2%2F100408