This document discusses how to craft mission, vision, and value statements to become a high performance organization. It defines a mission as describing an organization's overall purpose and reason for existing. A vision is a guiding image of future success that inspires people to work together. Values are the shared beliefs that guide how an organization's members perform their work. The document provides criteria for developing effective mission, vision, and value statements, such as making the vision compelling and focusing on serving clients. It emphasizes that a systematic strategy development process including crafting these statements can help align an organization's environment, leadership, and employee behaviors to create value.

1. !
Crafting a mission, vision, and value statement to become
High Performance Organization
Wing Antariksa, Jakarta 2014

2. Can you name an organization you
admire because of their success?

4. we admire their success because…
§ Their ability to innovate and shape their industry
§ The capacity to build leaders in diverse industries
§ They continually design easy - to - use products
§ They won most of the Nobel prizes
§ They produces more patent applications than any
other single institution in the world

5. They are what we call…!
High Performance Organization

6. 1982
1992
1994
2000
2004
2012
Jon R. Katzenbach: Peak
Performance: Aligning the Hearts and
Minds of Your Employees
Peters, T., & R. Waterman: In
Search Of Excellence
Kotter, J. P., & J. L. Hesket:
Corporate Culture And
Performance
Collins, J.C., & J.I. Porras:
Built To Last. Successful Habits Of
Visionary Companies
William Joyce, Nitin Nohria, Bruce
Roberson: What Really Works: The 4+2
Formula for Sustained Business Success
André A. de Waal:
What Makes a High Performance
Organization: Five Factors of
Competitive Advantage that Apply
Worldwide

7. How many levels of management do they have?
Do you really care ? !
!
We do not admire an organization because of its roles, rules, or routines

8. Organizations are not known for their structure, but for their
C A PA B I L I T I E S
Dave Ulrich and Norm Smallwood

9. So how can you determine
C A PA B I L I T I E S

10. Organization capability to provide quality and innovative
products, services, and create value is determined by
bringing about the alignment of external environmentleadership- team member’s behaviors with systematic
strategy development process

11. systematic strategy development process
Strategy > Process > People

12. Most successful organization follow the systematic strategy
development process!
Crafting Mission,
Vision, and Value
Statements
Defining and
Decomposing
the Value Gap
Performing
Strategic
Analysis
Formulating and
Launching the
Strategy

13. …it’s started by crafting
Three words that can change the World
MISSION - VISION - VALUE

14. “Vision without action is a daydream; action without vision is a nightmare”
Japanese Proverb
A definition of insanity is to do the same thing twice and
expect the outcome to be different...
“The greater danger for most of us lies not in setting our aim too high and falling
short; but in setting our aim too low, and achieving our mark.”
― Michelangelo Buonarroti

15. !
So what it takes to craft a mission, vision, and value statement to become
High Performance Organization?

16. MISSION
• Mission describes the overarching purpose of the organization—the reason
it exists.
• Your mission statement answers the questions:
– Why do you exist?
– What do you do?
– Who do you serve?

17. VISION
• A Vision is a guiding image of success. It is pursuit of this shared image of
success that inspires, motivates and guides people to work together.
• Some criteria to guide in developing and assessing the effectiveness of a
vision statement are:
– It answers the question, “What will success look like?”
– It is compelling,
– It challenges and inspires the group to stretch its capabilities to achieve
its purpose,
– It focuses first on the client to be served or impacted,
– It describes what the organization will look like when functioning
effectively.

18. VALUES
• Values are beliefs that your organization’s members hold in common and
endeavor to put into practice.
• Values guide your organization’s members in performing their work.
• They answer the question --“What are the basic beliefs that we share as an
organization?”
• Adherence to the organization’s values, “walking the talk”, fosters individual
and organizational integrity

19. Next HPO à!
Compelling visions that move people to action
and change behaviors