Relationship among vision mission values and strategy board

Strategy, Mission, and Vision: How Do They All Fit Together?

relationship among vision mission values and strategy board

Define vision and mission and distinguish between them. To be effective, this mission statement must filter down to all employees and inspire them to adopt. Westley and Mintzberg statement offers a deeper meaning of strategic vision for the use of past knowledge as a spring board to innovate and formulate. After all, mission, vision and values are at the heart of every organization and collective relationships to the mission, as well as to other board members. Drucker is credited with saying, “Culture eats strategy for breakfast.

They are based on enduring tenets—guiding principles—to adhere to no matter what mountain you climb.

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Your core values are part of your strategic foundation. They are the beliefs that guide the conduct, activities and goals of your organization. They establish why you do what you do and what you stand for.

Strategy, Mission, and Vision: How Do They All Fit Together?

Values are deeply held convictions, priorities, and underlying assumptions that influence the attitudes and behaviors of your organization. Strong values account for why some organizations gain a reputation for such strategic traits as leadership, product innovation, and total customer satisfaction.

When values and beliefs are deeply ingrained and widely shared by directors, managers and staff, they become a way of life within the organization, and they mold organizational strategy. Here are some guidelines in developing core values: Keep the list of values to between five and seven. They need to be memorable to your staff. Create phrases, but not paragraphs. One word is not enough to convey real meaning of a value.

Make these values specific, not generic. It takes more than one word to define specificity. Values need to be shared. Some values-driven language may be part of your mission statement. Then, incidentally, that turned out to be good business too. It began with us thinking about what is the right thing to do in a business context. We said we want to really take care of these people, we want to honor them and we love them as individuals.

Now that induces the kind of reciprocal trust and diligent effort that made us successful. But the motivation was not strategy, it was core values.

Vision provides a clear mental picture of what your organization will look like in 5 to 10 years from now. Forming a strategic vision should provide long-term direction, delineate the organizational activities to be pursued and the capabilities the organization plans to develop, and infuse the organization with a sense of purposeful action.

It serves as a unifying focal point for everyone in the organization like a North Star. It delineates the future focus and where the organization is going.

Here are two examples of visions or BHAGs that were very lofty at the time they were established: We will put a man on the moon before the end of the decade and bring him back. JFK A computer on every desk and in every home using great software as an empowering tool. Microsoft An effective vision statement consists of the following elements.

Your vision statement may or may not incorporate all of these elements, but keep them in mind when writing or evaluating yours. Provides a picture of what your business will look like in the future.

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Represents a dream that is beyond what you think is possible. It represents the mountaintop your organization is striving to reach. Visioning takes you out beyond your present reality. Clarifies the direction in which your organization needs to move and keeps everyone pushing forward to reach it.

relationship among vision mission values and strategy board

Worded in engaging language that inspires and engages people. It creates enthusiasm and poses a challenge that inspires and engages people in the organization. Capitalizes on Core Competencies: To grow a global portfolio of leading specialty chemical businesses, committed to innovation and the creation of value for our stakeholders.

Komen for the Cure: A world without breast cancer. To become the provider of first choice for our community by being a leader in rural healthcare and offering innovative technologically advanced services. Recording for the Blind and Dyslexic: For all people to have equal access to the printed word. To be the premier Toy Brand—today and tomorrow. Being the best means providing outstanding quality, service, cleanliness, and value, so that we make every customer in every restaurant smile.

One result of a well-developed and executed strategic plan is to develop a unique competitive advantage. Successful organizations deliberately make choices to be unique and different in activities that they are really, really good at and they focus all of their energy in these areas. A sustainable competitive advantage s is the foundation, the cornerstone of your strategic plan.

Successful companies strive to create an advantage that continues to be competitive over time. Throughout the planning process you will need to evaluate every part of your plan to determine whether it supports or detracts from this.

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This statement should be no longer than one or two sentences or a couple of bullet points. Keep in mind that you should be able to effectively explain what your company does within 30 seconds—or else you could lose your listener. Your organization exists for a very specific reason and has unique abilities, and most likely its purpose is different than any other company out there. Companies are founded for reasons as varied as something to do during retirement to making the world a better place.

You might consider asking your employees for their perspective as well, when you survey them. You may be amazed at the insightful comments you receive. Later, when developing your goals, make sure to include goals that nurture and grow your competitive advantage. You should also make sure that your competitive advantage is something that is long-lasting and not easy to duplicate.

This difference needs to be obvious to your customers, and it must influence their purchasing decision. Your competitive advantage must be difficult to imitate. You want to have an advantage that your competition cannot easily duplicate. This might be in the form of people, proprietary knowledge within your organization, or business processes that are behind the scenes. The first two bulleted items above must create activities that can be constantly nurtured and improved upon in order to maintain an edge over the competition.

Like the mission, it should also be short. It could even be a single sentence in some cases. While the company vision is future-focused, the mission combines forward thinking with present goals. It may be modified over time, but it should always stay true to the company vision and values.

What is a Company Strategy? Creating a company strategy is the final step in this process. Defining the vision and mission are critical before starting on strategic elements. After all, what is the strategy trying to achieve if not the company mission? And what is the mission if not an embodiment of the vision? For example, many choose to create an overall list of objectives or goals first, and then to use those as the basis for their company strategy. A company strategy should include short- and long-term goals and should explain how those goals will be achieved.

It is focused on present actions and outcomes needed to move closer to achieving the mission. Company strategies evolve and are updated over time to adjust for current factors such as local economic conditions and company needs. Does your organization have a well-crafted and easy-to-communicate vision? Does it guide employee behavior?

Does your mission reflect your core values? Is it easy to link the company strategy back to the vision and mission? Bridget Miller is a business consultant with a specialized MBA in International Economics and Management, which provides a unique perspective on business challenges.

relationship among vision mission values and strategy board