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Vision vs mission
 

Vision vs mission

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these sildes considered an abreviation about the terms vision and mission with a simplicity way

these sildes considered an abreviation about the terms vision and mission with a simplicity way

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  • “Coca-Cola Mission ”We exist to create value for our share owners on a long term basis by building a business that enhances The Coca-Cola Company's trademarks. This also is our ultimate commitment. As the world's largest beverage company, we refresh that world. We do this by developing superior soft drinks, both carbonated and non-carbonated, and profitable non-alcoholic beverage systems that create value for our Company, our bottling partners, and our customers.
  • Look back at the Coca-Cola Company mission shown above. Does it paint a vivid description of completion of the mission, or would The Coca-Cola Company have to amplify the mission statement?
  • 1- Nanus describes it like this: "A vision portrays a fictitious world that cannot be observed or verified in advance and that, in fact, may never become reality" (emphasis added). However, if it is a good mental model, it shows the way to identify goals and how to plan to achieve them.
  • 6- ! What accounts for this incredible work ethic?It is having a sense of working organizations that are building the future in a rapidly evolving and unconstrained field, where an individual's work makes a difference, and where everyone shares a vision for the future.
  • 8- A good example of a visioning process refocusing a company on its core competencies is Sears. A few years ago, Sears had expanded into areas far afield from its original business as a retailer. Among other things, Sears began offering financial services at their stores. Poor performance led Sears to realize that they could not compete with financial services companies whose core business was in that area, so they dropped that service and eliminated other aspects of their business not related to retailing. Interestingly, Sears' primary competitor is Wal-Mart, an organization with a very clear and compelling vision. Sam Walton found a niche in providing one stop shopping for people in rural areas, and overwhelmed "Mom and Pop" stores with volume buying and discounting. Wal-Mart is very clear about their vision, and has focused on specific areas where they can be the industry leader. The key is finding what it is that your organization does best. Focus your vision there.

Vision vs mission Vision vs mission Presentation Transcript

  • Vision VS Mission
    Vision dictates Mission which determines Strategy, which surfaces Goals that frame Objectives, which in turn drives the Tactics that tell an organization what Resources, Infrastructure and Processes are needed to support a certainty of execution.
    - vision statements are design oriented.
    • vision is bigger picture and future oriented.
    - mission statements are execution oriented.
    • mission is more immediately focused on the present
  • Vision and Mission
    - The vision that defines the end game
    • The mission is the road map that will take you there.
    • It is much more important that your vision and mission be understood by company employees and translated into the resultant authenticity of their actions
  • Meanings Of Fundamentals
    Vision: Picture of ideal future (what we want to be)
    Mission: Core purpose (why we exist)
    Strategy: Game plan for success (how we want to get there)
    Objective/Aim: Specific targets (what tasks we have to accomplish)
    Step: Implementation details (the task it self)
  • Vision and Mission Differences
    What is the difference? Does it matter?
    • Vision Statements and Mission Statements can be power-packed drivers in a company culture when they are done right
    • You don’t need your mission or your vision to state the obvious
    • You want them to statethe wild dreaming of every possibility you want explored every single day.
    • You want people inside and outside your organization to talk about them constantly because they’re fascinating
    • When a vision is shared by many people and they are all holding clear images of their roles and perhaps how things might be different, real magic starts to happen.
  • Vision and Mission Message
    When you write a Vision Statement It sends a clear message to the universe of exactly what you would like to achieve,
    and you are able to look at it and think "now that's a worthy challenge, yes,
    I/we want to do that.“
  • Strategic Vision
    What is the vision of your company?.
    empowerment-team-building
    How could any group or individual strive toward greatness and mastery without a vision? That's exactly the point.
    They can maintain, they can survive; but they can't expect to achieve greatness.
    One strategic leader is quoted as saying,
    "I've come to believe that we need a vision to guide us, but I can't seem to get my hands on what 'vision' is. I've heard lots of terms like mission, purpose, values, and strategic intent, but no-one has given me a satisfactory way of looking at vision that will help me sort out this morass of words. It's really frustrating!"
  • Strategic Vision basic difinitions
    One definition of vision comes from Burt Nanus, a well-known expert on the subject:
    vision as a realistic, credible, attractive future for [an] organization.
    Realistic: A vision must be based in reality to be meaningful for an organization.
    Credible: A vision must be believable to be relevant.
    To whom must a vision be credible? Most importantly, to the employees or
    members of the organization.
    One of the purposes of a vision is to inspire those in the organization to achieve a level of excellence, and to provide purpose and direction for the work of those employees.
  • Strategic Vision basic difinitions
    Attractive: If a vision is going to inspire and motivate those in the organization, it must be attractive. People must want to be part of this future that's envisioned for the organization.
    A vision is not where you are now, it's where you want to be in the future.
    the right vision for an organization, one that is a realistic, credible, attractive future for that organization, can accomplish a number of things for the organization:
    It attracts commitment and energizes people. This is one of the primary reasons for having a vision for an organization: its motivational effect.
    When people can see that the organization is committed to a vision-and that entails more than just having a vision statement-it generates enthusiasm about the course the organization intends to follow, and increases the commitment of people to work toward achieving that vision.
  • Strategic Vision basic difinitions
    It creates meaning in workers' lives. A vision allows people to feel like they are part of a greater.
    The right vision will mean something to everyone in the organization if they can see how what they do contributes to that vision.
    Consider the difference between the hotel service worker who can only say, "I make beds and clean bathrooms," to the one who can also say, "I'm part of a team committed to becoming the worldwide leader in providing quality service to our hotel guests." The work is the same, but the context and meaning of the work is different.
  • Strategic Vision Benefits
    It establishes a standard of excellence. A vision serves a very important function in establishing a standard of excellence. In fact, a good vision is all about excellence.
    "But we're no worse than anyone else!“
    - A vision so characterized by lack of a striving for excellence would not motivate or excite anyone about that organization.
    - The standard of excellence also can serve as a continuing goal and stimulate quality improvement programs, as well as providing a measure of the worth of the organization.
  • Strategic Vision Benefits
    It bridges the present and the future. The right vision takes the organization out of the present, and focuses it on the future.
    • A good vision can orient you on the future.
    • The vision alone isn't enough to move you from the present to the future, however. That's where a strategic plan
    • A vision is the desired future state for the organization, the strategic plan is how to get from where you are now to where you want to be in the future.
    Another definition of vision comes from Oren Harari: "Vision should describe a set of ideals and priorities, a picture of the future, a sense of what makes the company special and unique, a core set of principles that the company stands for, and a broad set of compelling criteria that will help define organizational success.”
  • 1- Strategic Vision Major Components
    Collins and Porras. They conceptualize vision as having two major components: a Guiding Philosophy, and a Tangible Image.
    • They define the guiding philosophy as "a system of fundamental motivating assumptions, principles, values and tenets.
    • " The guiding philosophy stems from the organization's core beliefs and values and its purpose.
    CORE BELIEFS AND VALUES:
    three Shared Values:
    1- Respect for their Employees
    2- Responsiveness to their Customers
    3- Results for their Shareholders, skillfully linking their core values to their key constituencies and also saying something about what is important to the organization.
    The key, however, is whether these are not only stated but also operating values.
  • Strategic Vision Values
    Collins and Porras have provided examples of core values and beliefs:
    About People
    Marriott: "See the good in people, and try to develop those qualities."
    About Customers
    L.L. Bean: "Sell good merchandise at a reasonable price; treat your customers like you would your friends, and the business will take care of itself."
    About Products
    Sony: "We should always be the pioneers with our products--out front leading the market. We believe in leading the public with new products rather than asking them what kind of products they want."
    About Management and Business
    Motorola: "Everything will turn out alright if we just keep in motion, forever moving forward.“
  • Strategic Vision Purpose
    PURPOSE:
    -why the organization exists, what needs it fills.
    statement from Apple Computer: "To make a contribution to the world by making tools for the mind that advance humankind." How do these statements of purpose stack up?
    - Whether individual, team, organization , a sense of purpose and direction is essential to commitment.
    • a shared sense of purpose provides understanding of the need for coordinated collective effort.
  • 2- Strategic Vision Components
    The second major component of vision is tangible image :
    This is composed of a mission and a vivid description.
    (Collins and Porras) Mission is "a clear and compelling goal that serves to unify an organization's effort. An effective mission must stretch and challenge the organization, yet be achievable“.
    There are four ways of approaching developing a mission statement:
    1- targeting : means developing your mission statement around a clear, definable goal.
    2- common enemy : is to focus the mission on overtaking or dominating a rival.
    3- role model : take an exemplar in another industry, and benchmark off that exemplar.
    4- transformation : tends to focus on the internal remaking, restructuring, or rebirth of an organization.
    Nanus states, "A vision is not a mission. To state that an organization has a mission is to state its purpose, not its direction.“
  • Strategic Vision Vivid description
    Collins and Porras's framework for vision, their last element is a vivid description
    • picture of the end state that completion of the mission represents.
    • gives the mission the ability to inspire and motivate.
  • Strategic Vision Framework
    Collins and Porras present the following framework:
    core beliefs and values + purpose = guiding philosophy
    mission + vivid description = tangible image
    guiding philosophy + tangible image = vision
    (possible futures).
  • Strategic Vision creation guidelines
    Several guidelines for creating a realistic, credible, attractive future for an organization:
    1- A good vision is a mental model of a future state.
    thinking about the future, and modeling possible future states. A vision doesn't exist in the present, and it may or may not be reached in the future.
    2- A good vision is idealistic. How can a vision be realistic and idealistic at the same time?
    One way of reconciling these apparently contradictory properties of a vision is that the vision is realistic enough so that people believe it is achievable, but idealistic enough so that it cannot be achieved without stretching
    If it is too easily achievable, it will not set a standard of excellence, nor will it motivate people to want to work toward it.
  • Strategic Vision creation guidelines
    3- A good vision is appropriate for the organization and for the times.
    • A vision must be consistent with the organization's values and culture, and its place in its environment.
    4- A good vision sets standards of excellence and reflects high ideals.
    Generally, the vision proposed above for the software company does reflect measurable standards of excellence and a high level of aspiration.
    5- A good vision clarifies purpose and direction.
    For people in the organization, a good vision should answer the question, "Why do I go to work?" With a good vision, the answer to that question should not only be, "To earn a paycheck," but also, "To help build that attractive future for the organization and achieve a higher standard of excellence.“
  • Strategic Vision creation guidelines
    6- A good vision inspires enthusiasm and encourages commitment.
    An inspiring vision can help people in an organization get excited about what they're doing, and increase their commitment to the organization.
    • A recent article reported that it is not unusual for people to work 45 hour weeks, and for people to be at work at any hour of the day or night.
    Some firms had to find ways to make employees go home, not ways to make them come to work!
    7- A good vision is well articulated and easily understood.
    • There are dangers in being too terse, or too long-winded
    • A vision must be more than a slogan : the slogan doesn't capture all the essential elements of a vision.
    • organization's philosophy and lays out its strategic plan is too complex to be a vision statement. The key is to strike a balance.
  • Strategic Vision creation guidelines
    8- A good vision reflects the uniqueness of the organization
    • what it stands for, and what it is able to achieve?.
    This is where the leaders of an organization need to ask themselves:
    1- "What is the one thing we do better than anyone else?
    2- What is it that sets us apart from others in our area of business?
    9- A good vision is ambitious.
    • good vision pushes the organization to a higher standard of excellence,
    • challenging its members to try and achieve a level of performance they haven't achieved before
    • Inspiring, motivating, compelling visions are not about maintaining the status quo.
  • Developing a Vision
    At this point you should know what a good vision consists of, and recognize a vision statement when you see one.
    Developing a vision for an organization knowledge points and recommendations :
    1- Learn everything you can about the organization.
    2- Bring the organization's major constituencies into the visioning process.
    - don't try to do it alone
    - "Constituencies," refer to people both inside and outside the organization who can have a major impact on the organization, or who can be impacted by it.
    3- Keep an open mind as you explore the options for a new vision.
    Don't be constrained in your thinking by the organization's current direction
    4- Encourage input from your colleagues and subordinates.
    Talk with them.
    5- Understand and appreciate the existing vision.
    don't throw out good ideas because you didn't originate them
  • Developing a Vision
    Nanus describes a seven-step process for formulating a vision:
    Understand the organization.
    Essential questions to be answered include :
    A- what its mission and purpose are?
    B- what value it provides to society?
    C-what the character of the industry is?
    D- what institutional framework the organization operates in?
    E- what the organization's position is within that framework?
    F- what it takes for the organization to succeed
    G- who the critical stakeholders are, both inside and outside the organization?
    H- what their interests and expectations are?
  • Developing a vision
    2. Conduct a vision audit.
    assessing the current direction and momentum of the organization
    A- Key questions to be answered include:
    B- Does the organization have a clearly stated vision?
    C- What is the organization's current direction?
    D- Do the key leaders of the organization know where the organization is headed and agree on the direction?
    E- Do the organization's structures, processes, personnel, incentives, and information systems support the current direction?
    3. Target the vision.
    Key questions:
    What are the boundaries or constraints to the vision?
    What must the vision accomplish?
    What critical issues must be addressed in the vision?
  • Developing a Vision
    4. Set the vision context.
    - To craft that vision you first must think about what the organization's future environment might look like.
    • This doesn't mean you need to predict the future, only to make some informed estimates
    First, categorize future developments in the environment which might affect your vision.
    Second, list your expectations for the future in each category.
    Third, determine which of these expectations is most likely to occur.
    fourth, assign a probability of occurrence to each expectation.
    5. Develop future scenarios.
    1- Having determined, as best you can, those expectations most likely to occur.
    2- with the most impact on your vision, combine those expectations into a few brief scenarios to include the range of possible futures you anticipate.
    3- he scenarios should represent the alternative "futures" the organization is likely to operate within.
  • Developing a Vision
    6. Generate alternative visions.
    The purpose of this step is to generate visions reflecting those different directions.
    Do not evaluate your possible visions at this point, but use a relatively unconstrained approach.
    7. Choose the final vision. == select the best possible vision for your organization.
    • first look at the properties of a good vision, and what it takes for a vision to succeed, including consistency with the organization's culture and values.
    • Next, compare the visions you've generated with the alternative scenarios, and determine which of the possible visions will apply to the broadest range of scenarios.
  • IMPLEMENTING THE VISION
    The three critical tasks of the strategic leader are formulating the vision, communicating it, and implementing it.
    + If they have not planned for implementing that vision, development of the vision has been wasted effort.
    + Even worse, a stated vision which is not implemented may have adverse effects within the organization because it initially creates expectations that lead to cynicism when those expectations are not met.
    + Before implementing the vision, the leader needs to communicate the vision to all the organization's stakeholders, particularly those inside the organization.
  • IMPLEMENTING THE VISION
    How do you communicate a vision to a large and diverse organization?
    Some techniques used :
    - written form
    • preparing audiovisual shows outlining and explaining the vision
    • presenting an explanation of the vision in speeches
    • interviews or press releases by the organization's leaders.
    How do you go about implementing it? This is where strategic planning comes in.
    + visioning can be considered as establishing where you want the organization to be in the future.
    +Strategic planning determines how to get there from where you are now.
  • Conclusion
    + An organization must and can develop a strategic plan that includes specific and measurable goals to implement a vision.
    + A comprehensive plan will recognize where the organization is today, and cover all the areas where action is needed to move toward the vision.
    + In addition to being specific and measurable, actions should clearly state who is responsible for their completion.
    + Actions should have milestones tied to them so progress toward the goals can be measured. + Implementing the vision does not stop with the formulation of a strategic plan - the organization that stops at this point is not much better off than one that stops when the vision is formulated.
    +Real implementation of a vision is in the execution of the strategic plan throughout the organization, in the continual monitoring of progress toward the vision, and in the continual revision of the strategic plan as changes in the organization or its environment necessitate. The bottom line is that visioning is not a discrete event, but rather an ongoing process.