Heath and Heath (2007), in their book Made to Stick, investigated the idea of why some ideas survive and why others die. In one chapter in particular, they looked at the different qualities that a story would need in order to stick: it would have to be simple, unexpected, concrete, credible, emotional, and it would need to contain the elements of a story (Heath & Heath, 2007). In order to establish whether or not a story had the necessary components, they created a checklist that could be applied to any form of medium in order to determine whether or not those components were present; this checklist has been recreated below for the purposes of determining, on a 1 to 5 scale (one being not applicable and 5 being extremely applicable) whether or not these components were present within my own speech (Heath & Heath, 217).
I believe the best possible role for vision and values within the organization is for them to be utilized as a motivational tool; employees should be able to strive to accomplish the realization of the vision set forth for the company, and the values of the company should serve as motivators addressing the manner in which they behave and the methods utilized by the individuals within the company to achieve the ends of the company. Leaders are able to best utilize the concepts of vision and values during times of change to show the direction that they wish to take the company in, to motivate employees, or to reassure employees that things are not changing, depending on the change taking place within the organization. If, for example, the organization was changing ownership, the new management could keep the company vision and values the same to reassure employees that the company would not be closing or changing in a manner that would further stress out employees. Alternatively, management could use a change to the vision of the company and the values of the company as a means to indicate a new direction being taken by the company as a boost for morale, looking to a new future for the organization.
While I have never personally experienced working in a company that was run according to the principles that were suggested by Collins and Porras, and thus cannot comment specifically on what would have worked and what would not, I believe that how well the principles applied by any organization are to work depends in large part on the way in which those principles are applied, the type of organization applying the principles, and even the industry that the organization is a part of. The fact of the matter is that management plays a large part in applying principles to an organization, but they are not the only factor associated with whether or not those principles may be applied in a successful manner.