VIC Model

Question 1

This represents the organisation’s future aspirations, and strategic direction as defined by the leadership:

Answer 1

Vision

Question 2

This refers to the external perception of the stakeholders:

Answer 2

Image

Question 3

This describes the internal values, beliefs and practises that shape how employees behave and how the organisation operates:

Answer 3

Culture

Question 4

The leadership’s aspirations are disconnected from its workforce, leaving employees feeling disengaged and struggling to achieve their goals.

Answer 4

Vision-Culture gap

Question 5

The public opinion doesn’t align with the company’s stated goals, and it is losing credibility.

Answer 5

Vision-Image gap

Question 6

When the internal practices are inconsistent with how the public perceives them to be, leading to stakeholders feeling mislead and employee morale suffers.

Answer 6

Image-Culture gap

Question 7

“A luxury clothing brand announces its commitment to becoming carbon-neutral within five years and markets itself as eco-friendly. However, investigative journalism reveals that the brand’s factories use non-sustainable practices, and workers are poorly treated.”

Answer 7

This is a vision-image gap

Question 8

“A tech company declares its vision of being the most innovative in the industry, encouraging creativity and risk-taking among employees. However, internally, the culture is rigid, with hierarchical decision-making, strict rules, and no room for experimentation.”

Answer 8

This is a vision-culture gap

Question 9

“A fast-food chain is widely seen as a champion of diversity and inclusivity because of its marketing campaigns. Internally, however, the company has a poor track record of hiring diverse candidates and has faced lawsuits related to discrimination.”

Answer 9

This is an image-culture gap