[MUSIC] Do you remember that one definition of the word sense? Sense as direction that leads to a vision. Let's listen to what Maurice Levy has to say about vision. You must understand their business. You must understand the landscape. You must understand technology, and you must forget everything that you understand in order to have a vision which can lead you to invent permanently something new. The key issue that our business is going through huge transformation and the future leader has absolutely to have a visionary skill which can see beyond the horizon. >> To see beyond the horizon, as Morris says, is not an easy task. And Mr. Levy, can you explain what it takes to carry that vision forward? >> Genuine, superb. Because you need to be authentic, and we have been true to the roots of Publicis since its inception in 1926. Generous, this is what I'm always trying to be myself, but it's quite difficult, I must recognize. And to ask from all my people to be, to share, share what they are doing. Share the clients. Share the revenues. Share the knowledge, share everything, the sharing aspect generative, this, as we say in French [FOREIGN], it is of use. I would add probably a fourth G, which is growth because generative is much more rarity, novation if I read you well. Growth is much more about building the future. And without growth, you can't be authentic because you have to struggle. You can't be generous, and you can't be generative. >> What is the fourth G that Mr. Levy adds here? Yes, growth because growth comes as a natural consequence of the virtue circles of genuine, generous, and generative. But outside of the readers you will hear in this MOOC, and more often than not in organizations, the sense of direction as a vision has often become nothing more than a mechanical exercise, executives go through, in order to exist. All organizations must have vision and mission. The vision is based on values and the mission that is translated into a mission statement, which is supposed to drive the strategy that people will execute. But this vision, mission exercise has too often become just that, an exercise. Deprived of its original anchor and sense, the vision usually lacks genuine meaning. And more often than not, the descriptions of visions and mission statements on company websites are totally interchangeable between organizations. And they use the same words, refer to the same values, employ buzzwords like corporate social responsibility, community to take the boxes of what good or great companies must do and must be. So their marketing campaigns get through to people, but the notion of identity, the sense behind the vision, is absent. Leaders must use their visionary skills to define a sense of purpose as we'll see later in this MOOC. This sense of purpose carries meaning for the organization and the people who contribute to its growth. It is like a guide embodied with the exemplary of the leader who takes a group of people on an expedition across complex and difficult path. It must be embodied by all the leaders embarking on the trail and by the people who are engaging along with them. The expedition will succeed if the relationships that are built between the members of the group are strong, trustworthy, and focused on a shared goal in spite of and thanks to the changes and differences embodied by each member. The vision is a shared direction that people are moving towards whether you are crossing the desert or trying to enter a new market. It is not the final objective that matters the most, but the path that you're taking to get there, the people you are going with, and the reason why you have, both individually and as a team, chosen that goal. Each individual comes with his or her own perspective and experience. Rather than pulling in different directions, use consensus, common sense, and sensibility to construct a dynamic process that makes the most of those individual differences as we will also see in module two. The direction, vision, and sense of purpose of the organization reminds us that leadership, even with an idea of shared or distributed practice, needs a driver, a guide like Morris Levy, Stephen Richard in large [INAUDIBLE] organizations for example. So now, to take full benefits from this MOOC, I'm going to suggest that you select the organization you wish to use for your assignments. Your family, the company you work for, the association, club or team you are part of. Write the name of the group you chose in your SR journal and try to stick with this choice for the rest of the MOOC. So your reflection is consistent across the different episodes, and you can really see how the Savoir Relier impacts positively the understanding and operations of this organization you have chosen to work on. Examples from different organizations and shared stories of families and groups among MOOC learners on the forum will help you position yourself by comparison. Once you have chosen your environment, use your SR journal to insert this important question. What is your vision taking your family, your team, or your company forward?