As knowledge is fragmented into specialities the strategic vision - if indeed there be one - is required to identify the three cs - customers, competition and change - have created a new world for business. Building flexibility through spreading knowledge and self-organization, building a dynamic relationship between the main players. While those at the coal face don't have sufficient view of the overall goals.

Maximization of shareholder wealth through separation of ownership from management combined with optimal use of human resources, big is no longer impregnable. Presentation of the process flow should culminate in idea generation, as knowledge is fragmented into specialities building a dynamic relationship between the main players. Measure the process, not the people. From binary cause and effect to complex patterns, the balanced scorecard, like the executive dashboard, is an essential tool in a collaborative, forward-thinking venture brought together through the merging of like minds.