Developing Mission, Vision and Values

1. D E V E L O P I N G
V I S I O N , M I S S I O N A N D

2. GROUP 5 MEMBERS
• AIZA D. TORREDA
• MIGUEL CARLO Q. FELIPE
• GENCY T. CASANDRA
• DOMINIC R. PINEDA
• PAUL OANDASAN
• EDWIN MANANGHAYA
• VICTOR MAROLLANO
• RODEN DARIO

3. 01
V I S I O N VS. M I S S I O N
DEVELOPING VISION, MISSION AND VALUES
ASPIRATION AND GOALS
FUTURE
EFFECT
SOMETHING TO BE PURSUED FOR
ACCOMPLISHMENT
THE CORE PURPOSE
PRESENT
CAUSE
SOMETHING TO BE ACCOMPLISHED
V I S I O N VS. M I S S I O N
What is the difference between

4. 02
DEVELOPING VISION, MISSION AND VALUES
G
OA
L
S
A
ND
OB
JEC
TI
V
E
S
S hort termed for 2 to 3
yeas
C an be changed on
requirement
W hat we do
Goals are short
lived
VI S I O N
A mental image of
future events
I nvolves minimum
change
W here do we I to be
Goals are long
lived

5. 03
DEVELOPING VISION, MISSION AND VALUES
MISSION
WHY WE EXIST
VISION
WHERE WE HEADED
CORE VALUES
HOW WE DELIVER
To enhance trade facilitation,
strengthen border control,
and improve collection of
lawful revenues
A modernized and credible
Customs administration that
upholds good governance and is
among the world’s best (by 2028)
 Professionalism
 Excellence
 Integrity
 Accountability
BOC V I S I O N , M I S S I O N
A N D C O R E VA L U E S
Reference: https://customs.gov.ph/mission-and-vision/
Example:

6. 04
DEVELOPING VISION, MISSION AND VALUES
Mission
(Why we Exist)
Vision
(Where we are headed)
Strategy
(Broad Priorities)
Objectives
(What we will focus on the near term)
Key Results
(How we know we’ve achieve an
objective)

7. 05
DEVELOPING VISION, MISSION AND VALUES
MISSION and VISION as P-O-L-C Components
ORGANIZING
COORDINATION OF
ACTIVITIES AND
RESOURCES
LEADING
MANAGING AND
MOTIVATING PEOPLE
PLANNING
DETERMINING
COURSES OF ACTION
ORGANIZING
COORDINATION OF
ACTIVITIES AND
RESOURCES
LEADING
MANAGING AND
MOTIVATING PEOPLE
CONTROLLING
MONITORING AND
EVALUATION OF
ACTIVITIES

8. 06
DEVELOPING VISION, MISSION AND VALUES
MISSION, VISION and PLANNING
ORGANIZING
COORDINATION OF
ACTIVITIES AND
RESOURCES
LEADING
MANAGING AND
MOTIVATING PEOPLE
Mission
(Starting Point) Vision
(Destination)

9. 08
DEVELOPING VISION, MISSION AND VALUES
MISSION, VISION and LEADING
ORGANIZING
COORDINATION OF
ACTIVITIES AND
RESOURCES
LEADING involves influencing others toward
the attainment of organizational objectives

10. 07
DEVELOPING VISION, MISSION AND VALUES
MISSION, VISION and ORGANIZING
ORGANIZING
COORDINATION OF
ACTIVITIES AND
RESOURCES
LEADING
MANAGING AND
MOTIVATING PEOPLE
Facilitates strategy
Defines roles and responsibilities
Encourages coordinated efforts
Creates and supports culture Mission
Vision
Organization
al Culture

11. 08
DEVELOPING VISION, MISSION AND VALUES
MISSION, VISION and CONTROLLING
ORGANIZING
COORDINATION OF
ACTIVITIES AND
RESOURCES
LEADING
MANAGING AND
MOTIVATING PEOPLE
1st
Step
Establish
Performance
Standards
2nd
Step
Compare
Actual
Performance
against
standards
3
rd
Step
Take
Corrective
Action
When
Necessary

12. E
09
DEVELOPING VISION, MISSION AND VALUES
DEVELOPING
V I S I O N , M I S S I O N A N D V A L U E S
GOALS
MISSION
What you do now
For whom
How you do it
What this achieves
VISION
Where you're going
What you want
your mission to
ultimately achieve,
for you and your
customers
VALUES
What you stand for
beliefs
Beliefs which you
create and carry
out your goals
Tangible ways
you'll carry out
your mission a
n
Nd I
progress towards
your visioK
n
CREATIVITY
is the power
or ability to
invent
PASSION is
an intense
emotion
compelling
action
MISSION
and
VISION

13. E
10
DEVELOPING VISION, MISSION AND VALUES
DEVELOPING
V I S I O N , M I S S I O N A N D V A L U E S
GOALS
MISSION
What you do now
For whom
How you do it
What this achieves
VISION
Where you're going
What you want
your mission to
ultimately achieve,
for you and your
customers
VALUES
What you stand for
beliefs
Beliefs which you
create and carry
out your goals
Tangible ways
you'll carry out
your mission a
n
Nd I
progress towards
your visioK
n
MISSION
• What you do
now For whom
• How you do it
• What this
achieves
VISION
• Where you're going
• What you want
your mission to
ultimately achieve,
for you and your
customers
VALUES
What you stand for
beliefs
Beliefs which you
create and carry
out your goals
GOALS
Tangible ways you'll
carry out your
mission and
progress towards
your mission

14. E
11
DEVELOPING VISION, MISSION AND VALUES
STAKEHOLDER
GOALS
MISSION
What you do now
For whom
How you do it
What this achieves
VISION
Where you're going
What you want
your mission to
ultimately achieve,
for you and your
customers
VALUES
What you stand for
beliefs
Beliefs which you
create and carry
out your goals
Tangible ways
you'll carry out
your mission a
n
Nd I
progress towards
your visioK
n
A stakeholder is a person, group or organization
with a vested interest, or stake, in the decision-
making and activities of a business, organization or
project. Stakeholders can be members of the
organization they have a stake in, or they can have
no official affiliation.

15. E
12
DEVELOPING VISION, MISSION AND VALUES
STAKEHOLDER
C a t e g o r i e s
GOALS
MISSION
What you do now
For whom
How you do it
What this achieves
VISION
Where you're going
What you want
your mission to
ultimately achieve,
for you and your
customers
VALUES
What you stand for
beliefs
Beliefs which you
create and carry
out your goals
Tangible ways
you'll carry out
your mission a
n
Nd I
progress towards
your visioK
n
Customers
Employees
Investors
Suppliers
Communities
Government
*These stakeholders have different interests, importance and influence

16. E
13
DEVELOPING VISION, MISSION AND VALUES
STAKEHOLDER
M a p p i n g
GOALS
MISSION
What you do now
For whom
How you do it
What this achieves
VISION
Where you're going
What you want
your mission to
ultimately achieve,
for you and your
customers
VALUES
What you stand for
beliefs
Beliefs which you
create and carry
out your goals
Tangible ways
you'll carry out
your mission a
n
Nd I
progress towards
your visioK
n
High
Power,
Low
Interest
High
Power,
High
Interest
Low
Power,
Low
Interest
Low
Power,
High
Interest

17. E
14
DEVELOPING VISION, MISSION AND VALUES
S t e p s i n i d e n t i f y i n g
S TA K E H O L D ER S
GOALS
MISSION
What you do now
For whom
How you do it
What this achieves
VISION
Where you're going
What you want
your mission to
ultimately achieve,
for you and your
customers
VALUES
What you stand for
beliefs
Beliefs which you
create and carry
out your goals
Tangible ways
you'll carry out
your mission a
n
Nd I
progress towards
your visioK
n
Step 1: Determining Influences on Mission, Vision, and
Strategy formulation
Step 2: Determining the Effects of Key Decisions on the
Stakeholder
Step 3: Determining Stakeholders’ Power and Influence
over Decisions

18. E
15
DEVELOPING VISION, MISSION AND VALUES
C o m m u n i c a t i o n i s
C r i t i c a l
GOALS
MISSION
What you do now
For whom
How you do it
What this achieves
VISION
Where you're going
What you want
your mission to
ultimately achieve,
for you and your
customers
VALUES
What you stand for
beliefs
Beliefs which you
create and carry
out your goals
Tangible ways
you'll carry out
your mission a
n
Nd I
progress towards
your visioK
n
Upward
Downward

19. E
16
DEVELOPING VISION, MISSION AND VALUES
C o m m u n i c a t i n g A c r o s s
a n d O u t w a r d
GOALS
MISSION
What you do now
For whom
How you do it
What this achieves
VISION
Where you're going
What you want
your mission to
ultimately achieve,
for you and your
customers
VALUES
What you stand for
beliefs
Beliefs which you
create and carry
out your goals
Tangible ways
you'll carry out
your mission a
n
Nd I
progress towards
your visioK
n
The need to communicate across and
outward reflects the fact that realization
of a mission and vision will probably
require cooperation from other units of
the firm (across) and from key external
stakeholders, such as material and
capital providers, complementors, and
customers (outward).

20. Thank You