1. Vision dictates mission which determines strategy and goals to achieve objectives through tactics and resources. 2. Vision is future-oriented while mission focuses on the present. Vision defines the ideal future while mission is the plan to get there. 3. Elements of a strategic vision include core values and beliefs, purpose as the guiding philosophy, and a mission and vivid description as the tangible image that inspires action toward the vision.

1. Vision VS MissionVision dictates Mission which determines Strategy, which surfaces Goals that frame Objectives, which in turn drives the Tactics that tell an organization what Resources, Infrastructure and Processes are needed to support a certainty of execution.- vision statements are design oriented.vision is bigger picture and future oriented.- mission statements are execution oriented.mission is more immediately focused on the presentVision and Mission- The vision that defines the end game The mission is the road map that will take you there.

2. It is much more important that your vision and mission be understood by company employees and translated into the resultant authenticity of their actionsMeanings Of FundamentalsVision: Picture of ideal future (what we want to be)Mission: Core purpose (why we exist)Strategy: Game plan for success (how we want to get there)Objective/Aim: Specific targets (what tasks we have to accomplish)Step: Implementation details (the task it self)

3. Vision and Mission DifferencesWhat is the difference? Does it matter? Vision Statements and Mission Statements can be power-packed drivers in a company culture when they are done right

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

7. When a vision is shared by many people and they are all holding clear images of their roles and perhaps how things might be different, real magic starts to happen.Vision and Mission MessageWhen you write a Vision Statement It sends a clear message to the universe of exactly what you would like to achieve, and you are able to look at it and think "now that's a worthy challenge, yes, I/we want to do that.“

8. Strategic VisionWhat is the vision of your company?.empowerment-team-buildingHow 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 difinitionsOne 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 difinitionsAttractive: 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 difinitionsIt 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 BenefitsIt 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.

13. Strategic Vision BenefitsIt bridges the present and the future. The right vision takes the organization out of the present, and focuses it on the future. A good vision can orient you on the future.

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.”

16. 1- Strategic Vision Major ComponentsCollins and Porras. They conceptualize vision as having two major components: a Guiding Philosophy, and a Tangible Image. They define the guiding philosophy as "a system of fundamental motivating assumptions, principles, values and tenets.

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 Employees2- 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 ValuesCollins and Porras have provided examples of core values and beliefs:About PeopleMarriott: "See the good in people, and try to develop those qualities."About CustomersL.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 ProductsSony: "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 BusinessMotorola: "Everything will turn out alright if we just keep in motion, forever moving forward.“

19. Strategic Vision PurposePURPOSE:-why the organization exists, what needs it fills.statement from Apple Computer: "To make a contribution to the world by making tools for the mind that advance humankind." How do these statements of purpose stack up?- Whether individual, team, organization , a sense of purpose and direction is essential to commitment.a shared sense of purpose provides understanding of the need for coordinated collective effort.2- Strategic Vision ComponentsThe second major component of vision is tangible image : This is composed of a mission and a vivid description. (Collins and Porras) Mission is "a clear and compelling goal that serves to unify an organization's effort. An effective mission must stretch and challenge the organization, yet be achievable“.There are four ways of approaching developing a mission statement: 1- targeting : means developing your mission statement around a clear, definable goal.2- common enemy : is to focus the mission on overtaking or dominating a rival.3- role model : take an exemplar in another industry, and benchmark off that exemplar.4- transformation : tends to focus on the internal remaking, restructuring, or rebirth of an organization.Nanus states, "A vision is not a mission. To state that an organization has a mission is to state its purpose, not its direction.“

20. Strategic Vision Vivid descriptionCollins and Porras's framework for vision, their last element is a vivid description picture of the end state that completion of the mission represents.

21. gives the mission the ability to inspire and motivate.Strategic Vision FrameworkCollins and Porras present the following framework:core beliefs and values + purpose = guiding philosophymission + vivid description = tangible imageguiding philosophy + tangible image = vision(possible futures).

22. Strategic Vision creation guidelinesSeveral 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 stretchingIf it is too easily achievable, it will not set a standard of excellence, nor will it motivate people to want to work toward it.

23. Strategic Vision creation guidelines3- A good vision is appropriate for the organization and for the times.A vision must be consistent with the organization's values and culture, and its place in its environment.4- A good vision sets standards of excellence and reflects high ideals.Generally, the vision proposed above for the software company does reflect measurable standards of excellence and a high level of aspiration.5- A good vision clarifies purpose and direction.For people in the organization, a good vision should answer the question, "Why do I go to work?" With a good vision, the answer to that question should not only be, "To earn a paycheck," but also, "To help build that attractive future for the organization and achieve a higher standard of excellence.“

24. Strategic Vision creation guidelines6- A good vision inspires enthusiasm and encourages commitment.An inspiring vision can help people in an organization get excited about what they're doing, and increase their commitment to the organization.A recent article reported that it is not unusual for people to work 45 hour weeks, and for people to be at work at any hour of the day or night. Some firms had to find ways to make employees go home, not ways to make them come to work!7- A good vision is well articulated and easily understood.There are dangers in being too terse, or too long-winded

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

26. organization's philosophy and lays out its strategic plan is too complex to be a vision statement. The key is to strike a balance.Strategic Vision creation guidelines8- A good vision reflects the uniqueness of the organizationwhat it stands for, and what it is able to achieve?.This is where the leaders of an organization need to ask themselves:1- "What is the one thing we do better than anyone else?2- What is it that sets us apart from others in our area of business?9- A good vision is ambitious.good vision pushes the organization to a higher standard of excellence,

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

28. Inspiring, motivating, compelling visions are not about maintaining the status quo.Developing a VisionAt this point you should know what a good vision consists of, and recognize a vision statement when you see one.Developing a vision for an organization knowledge points and recommendations :1- Learn everything you can about the organization. 2- Bring the organization's major constituencies into the visioning process.- don't try to do it alone- "Constituencies," refer to people both inside and outside the organization who can have a major impact on the organization, or who can be impacted by it.3- Keep an open mind as you explore the options for a new vision. Don't be constrained in your thinking by the organization's current direction4- Encourage input from your colleagues and subordinates.Talk with them.5- Understand and appreciate the existing vision. don't throw out good ideas because you didn't originate them

29. Developing a VisionNanus 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 succeedG- who the critical stakeholders are, both inside and outside the organization?H- what their interests and expectations are?