All of these examples are based on the assumption that vision must be built from the top. This goes a bit against Senge's pov, that vision actually starts at the individual level and becomes shared by a process of identifying the commonalities and bridging the gaps, until a shared vision can be framed: one that everyone can identify with. A CEO's speech is not a good example of building shared vision, it is an example of sharing one individual vision, in this case the person at the top who can decide for everyone thus imposing the vision on others. Some will adhere to it, others won't, but in any case this won't lead to the development of a true Learning Organization.
All of these examples are based on the assumption that vision must be built from the top. This goes a bit against Senge's pov, that vision actually starts at the individual level and becomes shared by a process of identifying the commonalities and bridging the gaps, until a shared vision can be framed: one that everyone can identify with. A CEO's speech is not a good example of building shared vision, it is an example of sharing one individual vision, in this case the person at the top who can decide for everyone thus imposing the vision on others. Some will adhere to it, others won't, but in any case this won't lead to the development of a true Learning Organization.