Vision

Vision. All good executives have it; great executives have learned to effectively communicate that vision. The effective communication of that vision hinges not only the viability of that vision, but also, and perhaps more importantly, upon the executive's willingness to market that vision.

Recently, I had the opportunity to assist in the merger of a privatly held company with an underpreforming public entity. The private entity is involved in a growing, "sexy" industry focused on timly and important renewable energy initiatives. It has a wonderful story to tell, projects being developed around the world, and the potential to attract a great deal of interest by the investment banking community, as well as individual investors. As a private company, the need to express the vision of that company was limited to the attraction of individual investors; now as a public entity that vision must be expanded to attract the interest and gain the confidence of a much larger ( and perhaps more skeptical ) audience. As the merger has proceeded and the myriad of details addressed, the importance of an investor relations program has become more apparant.

Becoming a public entity is not the panacea that many executives think that it is. With enormous possibilities come enormous responsibilities. Without a well thought out plan to communicate the company's plans and goals for the future, the initial enthusiasm of the opportunity quickly and devastatingly fades. Effectivly and convincingly communicating that vision is not a case of pandering to the interests of the investment banking community, but rather an opportunity and responsibility that should be taken with the utmost sincerity.

For the executive that has the skills and the drive to promolgate that vision for themselves, great. For the executives that have the vision but lack the skill to put their plan in motion, for the sake of the shareholders, find the assisatnace needed to make that vision a reality.