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People from departments, branches, or any other unit can combine their estimates and analyze their group rating. Some may see themselves as being close to the future orientation end of the spectrum; others may see themselves at the opposite end. Assessing each department using a graph like the one in Exercise 11 should help identify prospective areas where readiness for partnering activities is evident—and indicate where more developmental activities are needed before the decision to create a partnership is made.

Articulating a vision that is consistent with the leadership’s actions and cultural readiness can motivate everyone to participate in its implementation. Goals such as sales targets, revenue growth, and market penetration are strategic directions that organizations should address in their mission statements. But without a vision to channel the ethereal energies of each participant, such goals alone are not compelling enough to break through to the creative zone.