我经常说宏伟的愿景是竞争优势的起点,但成功与否不但要看领导者是否有足够的热情,这意味着极强的责任心和乐观主义,还要看领导者对构成宏大愿景的细节和真相是否有敏锐的洞察力和把握能力。进一步说,我的研究表明很多领导者对追寻宏大愿景有本能的热情与洞察力,那么我们需要讨论的问题就是,怎样把愿景变为现实,好像只有很少的领导者能够把这二吉很好地结合在一起。BHAG宏伟,艰难和大胆的目标刊登在《户外》杂志2002年7月号上皮特·海勒的一篇文章生动地描绘了我所说的问题。这篇文章写道,有七个人想到西藏去,他们打算乘着爱斯基摩人的皮筏子沿波涛汹涌的雅鲁藏布江顺流而下。海勒这样描绘雅鲁藏布江“这是一条将大地劈为两半的湍急的河流,迅急的河水翻卷着白色的浪花,形成一个个漩涡……那七个人把他们的小船放入咆哮的河水中,他们的前面,要么是死亡,要么是奇迹。”用传统的眼光来看,这样的一个开始是不可能或 I often say that a grand vision is the starting point for a competitive advantage, but success depends not only on whether the leader has enough enthusiasm, but also on the strong sense of responsibility and optimism, and on the leader’s commitment to the ambitious vision And the truth is keen insight and ability. Further, my research shows that many leaders have instinctive enthusiasm and insight in pursuing ambitious visions, so the question we need to discuss is how to make the vision a reality, as if only a few leaders were able Good together. BHAG’s Magnificent, Tough and Bold Aim An article in Outdoor July 2001 by Peter Pitt Heller vividly portrayed what I said. The article states that seven people thought of going to Tibet, and they intend to ride down the Eskimos raft along the raging Brahmaputra. Heller portrays the Brahmaputra. “It was a fast-flowing river that split the earth in two. The swift river rolled white waves and swirled ... and the seven put their boats into the roaring river, and they In front of either death or miracles. ”With a traditional eye, such a start is impossible or