Many models are used to help understand various leadership concepts. The one discussed in this essay is designed to illustrate the process of moving from vision to strategic execution. This class gave us the aptly named “From Vision to Execution” model. This model takes the form of a six-story inverted pyramid; Vision, team building, environmental scanning, strategic intent, calibration and execution. This template and the paragraphs below are intended to show the steps needed to take a broadly defined vision, assess and gather appropriate resources, review and design a plan of attack, and ultimately bring the vision to life. The overarching question of constraints encompasses each step. Constraints can and will manifest themselves at every stage of the process. As our slides show, constraints can be regulations and laws, shareholders, the board of directors, social pressures and sanctions, legitimacy or perhaps even the vision itself. It is essential that leaders know where they want to go and have a roadmap to get there. This model is that roadmap. Although it does not cover all the talents that leaders must possess, it reflects many of the talents that the greatest had. To further illustrate the model, I will incorporate numerous examples of distinguished leaders from video and classroom (Jobs, Kelleher, Welch), draw on several articles (Isaacson, PWC, Schwarber, Quiznos), and reiterate some information from our slides. The highest block of the pyramid is vision. Vision, as intended for this model, refers to the overall direction a person wants to take a business. Vision does not tell us exactly where we want to go, or how to get there. In its simplest form, this simply tells us... middle of paper ...... Eve Jobs focused on every detail, for every product. Nothing in the product has been overlooked. Every user interface, the feel of the item, the packaging; everything was carefully considered to ensure it fulfilled its intent and contributed to the overall vision. Although many examples exist, as a final example I would like to offer the case discussed in Schwarber 2005. In this case, the sales manager proposed her strategic intention to her team. She had planned a holiday product offering, down to the smallest detail. She planned the products, the packaging, the coupons, and even the distribution and redemption of the coupons. When she presented her idea, it failed. The reason it failed is because she didn't follow the steps outlined in the first three blocks. She had the vision, did an environmental scan, developed a strategy, but failed to consult the team effectively..