The Old Major was a visionary leader who sold the animals on the vision of freedom. He laid the foundation for the revolution. This vision and mission was also well communicated. In organisations, it is a natural occurrence that well crafted strategies are not achieved due to lack of visionary leadership and a clear well understood objectives. Various personnel within an organisation have different understanding of their strategy. Even management can seldom explain their strategic objectives in a simple statement. The vision of Old Major was clear and the scope well defined. Areas of trade-offs was well communicated- "whatever goes on two legs is an enemy". Reflecting in our organisations, do we as business leaders understand our vision and mission as clearly as Old Major did Is it communicated to the whole organisation. Lack of a clearly defined strategy is the bane of many business failures. The occurrence of the revolution can be explained in the light of an emergent strategy as against planned strategy. But is owed it success to the basic fact that all understood and adopted the mission of expelling man and the vision of an animal controlled farm. The business environment is constantly changing and planned strategy might lapse into a strategic drift giving way for emergent strategy. No animal planned the execution of the revolution, but they all understood the vision and when the environment changed occasioned by My Jones neglect, all the animals worked towards a common goal.

Business audits are very vital in the survival of an organisation. The plan to resist and eventually conquered Mr Jones comeback threat was the product of scanning and understanding their threats, strengths, weaknesses and opportunities. The survival of the farm post revolution within a chaotic system was borne on the premises of the work of Napoleon, Snowball and Squeaker who conducted the auditing of the farm process according to the principles of animalism. All activities in the farm was audited and aligned with their resources and competencies. Seldom do we audit our strategies, business model or carry out a process re-engineering. Most businesses adopts the philosophy of "If it ain't broke, don't fix it". But outside business we perform regular health checks; we change infant clothing into those of a toddler once babies advance to the second stage of development.

To survive and lead within the business sphere, organisations have to become a learning organisation. The pigs took over the farm and the leads because they had learn to read and write English while other animals were maintaining status quo. How often do we capture best practice within our organisations and use it to re-engineer our process and build competencies The benefit of developing new competencies was evident and displayed by the pigs in the milking of the cows when the need arose. Utilising their knowledge and leverage on the work level expertise, they were able to develop a solution for using the made-for-human tools in accomplishing the hay harvest.

Before ending this episode, let me mention the lack of process alignment and management control system within the farm. It gave way to Napoleon utilising the resources within the farm to raise his cohorts and thwarted the original vision of the farm. Milk and apples missing, then the puppies all became tools used by Napoleon for his selfish ambition. How many organisations experiences challenges due to lack of control system, resources are use in an inefficient way, managers and supervisors implementing their personal strategy against corporate strategy.