Creating a Corporate Vision

Vision is more than a dream, more than a collection of wishes. Corporations who value the importance of vision have a potential to gain a significant competitive advantage over others.

Vision is more than a dream, more than a collection of wishes. Corporations who value the importance of vision have a potential to gain a significant competitive advantage over others. A detailed and positive vision, initiated by the management but shared throughout the organisation is a tool of strategical importance that provides every employee with a shared goal, that enhances commitment, and provides a framework for actions that improve the productivity of the company.

In order to make sure your vision is directing your management towards taking coordinated steps, making unified moves necessary to achieve change, first you need to define, clearly and definitively, what sort of organisation you would like to become in two-three years’ time.

The purpose of the vision creation workshop is to establish and share an attractive vision, or way of operations, that is formulated by the top management; and to develop dedication towards this jointly created vision. Our experience shows that the main purpose of the vision creation workshop is not just the creation of the vision itself, but rather the process whereby members of the top management learn about each other’s personal views, values and interpretations, and coordinate all of these to jointly establish the future objectives and operative guidelines of the corporation. Creating a detailed and attractive vision that is shared and accepted throughout the organisation is a highly important cohesive force that has a team building effect on top management.


At the same time it is not enough if only the top management can see and understand the goals the organisation is about to pursue in the future. This information should be disseminated to a wider audience among employees who also need to accept the objectives. Ultimately, it will be them turning this corporate vision into actual action. It is important to make the vision an organic, functional element of the organisation, including the improvement of the internal operative efficiencies of various organisational units, in line with the preferred organisational culture outlined in the vision.


The results of the above process are: 

  • The detailed, positive organisational vision, created by top executives, and recognised and approved of by the wider organisation,is created, thereby providing guidance to both the top  management and all other levels of the corporate hierarchy.
  • Teamwork becomes more effective on a management level; tasks and workloads are divided  more efficiently
  • There is enhanced dedication among staff, more people develop a feeling of ownership and will take responsibility for its successful operation.
  • Specific tasks and action plans are created, broken down for individuals within each organisational unit, all of which help the attainment of the desired vision.
  • There is enhanced cooperation among organisational units; mutually supporting and helping each other becomes stronger.
  • Operation becomes more cost efficient, more economical.
  • By filling in the vision survey every year, change becomes measurable as the organisation can gauge the rate at which the vision is being realised.


Please do not hesitate to contact our colleagues via email or phone.

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"The first time I met Concordia and their team was in 1999. I was attending a vision building workshop which ended up serving as the springboard for a process that transformed an oversized, inert, state-owned, socialist firm into a competitive, dynamically growing and highly successful international company.

Two years later, in 2001, I was a major player participating at subsequent, now legendary workshops. One of them, titled “How to reduce our stock to 700 000 tonnes”, is now considered a legend in its own right because it was a milestone that enabled a company wide optimalisation of corporate operations within the fields of mineral oil processing and sales.

Therefore in 2008, when as top tier managers we decided on the reorganisation and modernisation of the company, and on clarifying the vision of the organisation, I had absolutely no doubts that we would be doing this with no other than Imre Lövey and Concordia. Yet, despite our previous experience, they still managed to surprise us with new concepts. Their proprietary theory of Healthy Organisation and the attached  questionnaire was hugely helpful in showing us the current position of the company but no less importantly enabled most of our colleagues to understand the necessity of change.

…they never settled for just doing things. They have always wanted to get things done, and they still do like pros…."

Béla Kelemen

Director of Refining

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