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

4. You don’t need your mission or your vision to state the obvious

5. You want them to statethe wild dreaming of every possibility you want explored every single day.

6. You want people inside and outside your organization to talk about them constantly because they’re fascinating

8. 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!"

9. 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.

10. 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.

11. 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.

12. 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.

14. The vision alone isn't enough to move you from the present to the future, however. That's where a strategic plan

15. 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.”

17. " 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.

18. 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.“

22. 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.

25. A vision must be more than a slogan : the slogan doesn't capture all the essential elements of a vision.

27. challenging its members to try and achieve a level of performance they haven't achieved before

29. 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?

30. 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?

35. presenting an explanation of the vision in speeches

36. 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.

37. 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.