This document outlines frameworks for strategy and execution from All Together, an operational consulting firm. It defines vision, mission, values, strategy, and provides examples. All Together's vision is to discover strategy and execution as two sides of the same coin. Their mission focuses on clear governance, stakeholder alignment, and transparent reporting in consulting mandates. Core values include open communication and focus. The document also presents All Together's "PCPX" framework for planning and execution with pillars of Customers, Solutions, People, Processes, and Growth.

1. Bruno Segers
Managing Partner
All Together
T O G E T H E R E V E R Y O N E A C H I E V E S M O R E 1

2. T O G E T H E R E V E R Y O N E A C H I E V E S M O R E 2

3. T O G E T H E R E V E R Y O N E A C H I E V E S M O R E 3
'Strategy Without Execution Is Hallucination!’ - Forbes
All too often when we teach strategy to MBAs, 95% of the time is
spent on the theory of strategy, while at best 5% is spent on
execution. While in the real world, for the majority of people it is the
exact opposite. 5%, maybe 10%, is spent on strategy, while 95% is
focused on executing our strategy.

4. VISION
A vision statement
Defines the optimal desired future state –the mental picture- of what an organization wants to
achieve over time
Provides guidance and inspiration as to what an organization is focused on achieving in five, ten, or
more years
Functions as the “north star” – it is what all employees understand their work every day ultimately
contributes towards accomplishing over the long term
Is written succinctly in an inspirational manner that makes it easy for all employees to repeat it at
any given time
“Waar gaan we voor?” or “We go for …”
Example
“Empower people through great software anytime, any place, and on any device” – Microsoft
All Together’s vision
“Let all stakeholders (esp. business leaders) discover strategy &
execution as two sides of the same coin”
T O G E T H E R E V E R Y O N E A C H I E V E S M O R E 4

5. MISSION
A mission statement
Defines the present state or purpose of an organization
Answers three questions about why an organization exists – what it does, who it does for and how it
does what it does
Is written succinctly in the form of a sentence or two, but for a shorter timeframe (one to three years)
than a vision statement
Is something that all employees should be able to articulate upon request
“Waar staan we voor?” or “We stand for …”
Example
“We provide unique and innovative automotive products and services that deliver superior,
measurable values to all stakeholders in alliance with Renault” – Nissan
All Together’s mission
“We execute operational consulting mandates based on clear
governance, optimal stakeholder alignment and transparent reporting”
T O G E T H E R E V E R Y O N E A C H I E V E S M O R E 5

6. VALUES & PRINCIPLES
Definition
Guide an organization’s internal conduct as well as its relationship with its customers, partners, and
shareholders
Fundamental norms and rules that represent what is desirable and positive for an organization
Helps an organization to determine the rightfulness or wrongfulness of its actions
Values and principles are more basic than policy and objectives, and are meant to govern both
“Wie zijn we?” or “Who are we?”
Example
“Focus on Impact, Move Fast, Be Bold, Be Open, Build Social Value” – Facebook
All Together’s values & principles
“Open and direct communication. No nonsense. Value diversity. Listen with an
open mind. Focus as a verb and as a noun. Work as a team. Have fun”
T O G E T H E R E V E R Y O N E A C H I E V E S M O R E 6

7. STRATEGY
Definition
A method or plan chosen to bring about a desired future, such as achievement of one or more goals or a
solution to one or more problems. Usually under conditions of uncertainty
Strategy is important because the resources available to achieve these goals or to solve these problems are
usually limited
The term is derived from the Greek word for generalship or leading an army
Strategy generally involves setting goals, determining actions to achieve the goals, and mobilizing resources
to execute the actions
A strategy describes how the end (goals) will be achieved by the means (resources)
“Hoe pakken we het aan?” or “How do we realize our goals?”
Remarks
“3 strategic choices are possible: customer focus, product leadership, operational excellence”
“The Discipline of MarketLeaders”– Treacy & Wiersema
“4 pillars to measure execution: customer, financial, internal business, learning & growth”
“Balanced Scorecard Framework” – Kaplan & Norton
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All Together’s “PCPX” (People Centric Planning & Execution) Framework
“Customers, Solutions, People, Processes, Growth or 2+1+2”

8. Key
Strategic
Initiative
s
Mission
Top Level
Measures
Strategic
Objectives
PLANNING FRAMEWORK
Solutions
High
Quality
Products
&
Services
Customers
World
Class
Sales
&
Marketing
People
Employer
of
Choice
Processes
Excellence
in
Execution
&
Reporting
Growth
Sustainable
Future
Growth
Vision

9. Key
Execution
Results
Mission
Top Level
Measures
Strategic
Objectives
EXECUTION FRAMEWORK
Solutions
High
Quality
Products
&
Services
Customers
World
Class
Sales
&
Marketing
People
Employer
of
Choice
Processes
Excellence
in
Execution
&
Reporting
Growth
Sustainable
Future
Growth
Vision
Actions
Decisions
Disputes