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1. 1. Infosys:
Vision: "To be a globally respected corporation that provides best-of-breed business
solutions, leveraging technology, delivered by best-in-class people."
Mission: "To achieve our objectives in an environment of fairness, honesty, and courtesy
towards our clients, employees, vendors and society at large."
2. Microsoft
Mission-Vision: "Our mission is to empower every person and every organization on the
planet to achieve more,"
3. ITC
Vision: Sustain ITC's position as one of India's most valuable corporations through world
class performance, creating growing value for the Indian economy and the Company's
stakeholders
Mission: To enhance the wealth generating capability of the enterprise in a globalising
environment, delivering superior and sustainable stakeholder value
4. Tata Motors
Mission: To be passionate in anticipating and providing the best vehicles and experiences
those excite our customers globally.
Vision: Most admired by our customers, employees, business partners and shareholders for
the experience and value they enjoy from being with us.
5. Samsung
Vision-Mission: "Inspire the World, Create the Future."
Inter-relationship between organizational culture and vision
Organizational culture is a set of beliefs, values, habits, and rules of conduct, jargons, jokes
that are peculiar to an organization and are deeply rooted within the firm. The four

2. dimensions of culture include teamwork, internal & external communication, reward &
recognition, and training & development.
Organizational culture profoundly influences the thoughts, interactions and overall
performance of employees. The strategic success of an organization depends upon the
manner in which its culture encourages risk-taking and acceptance of feedback in the
organization. According to my study of the above organisations I think that if you don’t
understand the culture of your company, even your most brilliant strategies will fail. Your
vision will be resisted, plans won’t get executed properly, and all kinds of things will start
going wrong because what we sow now we shall reap in future. Visions and missions are set
according to the work culture of the organisation, an organization can’t become a leader in
the industry if its employees our working in low self-esteem environment, they must take
pride in their work .Thus, there is a strong cohesion between organisational culture and vision
, both of them complement each other. Either a strong culture makes way for a well-planned
vision or a concrete vision guides the culture inside the company. Through proper research,
the profile of the company guides its culture. For e.g. Organizations usually adopt one of the
four types of strategies -- prospectors, defenders, analysers and reactors.
 Prospective organizations are innovative in nature and they always look for new
opportunities in the market. They tend to have a developmental culture that values
creativity, risk-taking and adaptability. Employees in such organizations follow a less
routine-based approach and are always encouraged to come up with new ideas.
 Companies that operate in relatively narrower and clearly defined market segments
are defenders. They achieve growth through development of unique technology and
market penetration. Such businesses tend to have hierarchical culture in which
routines and standardization are valued and technical knowledge is given more
preference.
 Analysers are the companies that operate in two market environments; one is
relatively dynamic and the other stable. They operate effectively in the stable
environment. In turbulent domains they critically scrutinize the competitors' ideas and
opt for the one that seems most promising. Rational culture is best suited for
companies with this strategy. Decisions are taken based on facts and observed
evidences.

3.  A reactor strategy is the dynamic one. They do not form a specific corporate strategy
and deal with the situations as they occur. This is why they do not have a unique
culture. Sometimes they are innovative, sometimes defender, and sometimes both.