Don't Let the Future Pass You by

1317 WordsSep 22, 20076 Pages
Tucker—“Don’t Let the Future Pass You By” Preston Tucker was man with a dream. His entrepreneurial leadership style thrust that dream into immediate action. He built the “car of tomorrow, today.” There were shortcomings, however, with Tucker’s Entrepreneurial Visionary Strategy. If Tucker had balanced his approach with key aspects of the Shared Vision Strategy, he may have succeeded in sustaining his name as a revolutionary automaker. Tucker was a risk-taker whose visionary freedom went unchecked. He showed poor decision making when he advertised more than he could deliver. His assistant, Abe, was shocked to discover that the radical car he was marketing didn’t actually exist. The prototype was yet to be manufactured. Tucker’s…show more content…
His plan unraveled when the guard turned out to be an informant for the competition. Although Tucker had innovative ideas, he did not maintain high standards. The car would boast disk brakes, a fuel injection system and seat belts. The prototype that received much fanfare was actually a poorly built showpiece made of scrap metal, and not delivered on time. There were leaks and transmission problems moments before the unveiling of the car. According to Tucker, it just had to look good at this point. Once again, he could rationalize away the need for integrity. He was experiencing a detached vision by this point. For Tucker, vision and reality were starting to separate. Even then, the obvious weaknesses in the business were never assessed or verbalized. As the project moved forward, it became clear that Tucker was quite naïve. He never checked employee’s references and was quick to hire after a two-minute interview. He was an eternal optimist, but he didn’t understand the politics in big business. His encounter with the crafty Senator who supported the “big three” left Tucker in the dark. He also didn’t realize the value of teamwork. Tuckers vision was more intuitive than something to be communicated to others. He was too naïve to realize the importance of keeping his team and stakeholders informed. This entrepreneur was a “Lone Ranger.” If Tucker had balanced his approach with key aspects of the Shared Vision Strategy, the end of his story
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