2. 2
Objectives
differentiate between vision, purpose and values
describe an Australian perspective on organisational
vision, purpose and values
give a detailed explanation of the nature and purpose
of the vision, purpose and values
identify and articulate the primary components of
the vision, purpose and values, and
describe ways commitment to the organisation’s
vision, purpose and values can be strengthened
3. Major Components of the
Strategic Plan / Down to Action
Mission
Vision
Goals or purpose
Objectives
Measures
Why we exist
What we want to be
Indicators and
Monitors of success
Desired level of
performance and
timelines
Planned Actions to
Achieve Objectives
O1 O2
AI1 AI2 AI3
M1 M2 M3
T1 T1 T1
Specific outcomes expressed in
measurable terms (NOT activities)
Strategic Plan
Action Plans
Evaluate Progress
Targets
Initiatives
What we must achieve to be successful
3
5. 5
The Mission:Vision, Purpose And Values
Strategies
How we are going
to get there
Vision
Our ideal future
Objectives
What we want
to achieve
Purpose
Our core business
Values
Things we
Believe in
Figure 4.1
6. Mission & Vision
Vision: Defines the desired or intended future state of an
organization or enterprise in terms of its fundamental objective
and/or strategic direction. Vision is a long-term view, sometimes
describing how the organization would like the world to be in
which it operates. For example, a charity working with the poor
might have a vision statement which reads "A World without
Poverty." The vision is usually developed by the organization’s
leader.
Mission: Defines the fundamental purpose of an organization or an
enterprise, succinctly describing why it exists and what it does to
achieve its Vision.
It is sometimes used to set out a "picture" of the organization in
the future. A mission statement provides details of what is done
and answers the question: "What do we do?" For example, the
charity might provide "job training for the homeless and
unemployed."
6
7. Mission & Vision
Organizations sometimes summarize goals (or purpose) and
objectives into a mission statement and/or a vision
statement. Others begin with a vision and mission and use
them to formulate goals (or purpose) and objectives. In
some cases this mission statement is used as part of the
company’s promotion material.
A Mission statement tells you the fundamental purpose of the
organization. It defines the customer and the critical
processes. It informs you of the desired level of
performance.
A Vision statement outlines what the organization wants to
be, or how it wants the world in which it operates to be. It
concentrates on the future. It is a source of inspiration. It
provides clear decision-making criteria.
7
8. Create a Mission Statement
Once you have clarified your beliefs, build on them to define your
mission statement which is a statement of purpose and function.
Your mission statement draws on your belief statements.
Your mission statement must be future oriented and portray
your organization as it will be, as if it already exists.
Your mission statement must focus on one common purpose.
Your mission statement must be specific to the organization, not
generic.
Your mission statement must be a short statement, not more
than one or two sentences.
Here is an example mission statement: "By providing quality
education, we empower individuals to become caring,
competent, responsible citizens who value education as a lifelong
process."
8
9. Creating a Vision
When you begin the process of strategic planning,
visioning comes first. When visioning the change, ask
yourself, "What is our preferred future?" and be sure
to:
Draw on the beliefs, mission, and environment of the
organization.
Describe what you want to see in the future.
Be specific to each organization.
Be positive and inspiring.
Do not assume that the system will have the same
framework as it does today.
Be open to dramatic modifications to current
organization, methodology, teaching techniques,
facilities, etc.
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10. 10
Keeping the Vision
Relevant in Organizations
Aspirations for
Division A
Aspirations for
Division B
Aspirations for
Division C
Organisational vision
(overreaching)
10
11. Key Components for Your
Vision
Incorporate Your Beliefs : Your vision must be
encompassed by your beliefs.
Your beliefs must meet your organizational goals as
well as community goals.
Your beliefs are a statement of your values.
Your beliefs are a public/visible declaration of your
expected outcomes.
Your beliefs must be precise and practical.
Your beliefs will guide the actions of all involved.
Your beliefs reflect the knowledge, philosophy, and
actions of all.
Your beliefs are a key component of strategic planning.
11
12. Exercise in Creating a Vision
Take the time to assimilate this information, use the
following example to exercise your planning techniques:
It is five years from today’s date and you have,
marvelously enough, created your most desirable district.
Now it is your job, as a team, to describe it - as if you were
able to see it, realistically around you.
Respond to the following questions:
How has the job market changed?
What have we done to prepare our students for success in
this world?
What do we as board members spend most of our time
doing?
How are our meetings structured?
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13. 13
Purpose statement
Issues in defining purpose - narrow versus
broad purpose
purpose and relevant environment
purpose and customer needs
purpose and customer segments
purpose and technology
14. 14
Fundamental purpose
defines organisation’s business
is the central reference point of strategic
management
can be defined too broadly or too narrowly
identifies the statement of organisational
purpose
14
15. 15
Key areas in defining
organisational purpose
customer need
customer group
technology utilized
15
16. Setting Goals and Objectives
The difference between where we are (current
status) and where we want to be (vision and
goals) is what we do (target objectives and
action plans).
As this statement shows, setting goals and objectives
builds on the previous steps of visioning and taking
stock. Goals are simply a clearer statement of the
visions, specifying the accomplishments to be
achieved if the vision is to become real. The target
objectives are clearer statements of the specific
activities required to achieve the goals, starting from
the current status.
16
17. Goals vs. Objectives
GOALS OBJECTIVES
Very short statement, few
words
Longer statement, more
descriptive
Broad in scope Narrow in scope
Directly relates to the
Mission Statement
Indirectly relates to the Mission
Statement
Covers long time period
(such as 10 years)
Covers short time period (such 1
year budget cycle)
17
18. Examples of Goals
Reorganize the entire organization for better responsiveness to customers
We will partner with other businesses, industry leaders, and government agencies in
order to better meet the needs of stakeholders across the entire value stream.
Manage our resources with fiscal responsibility and efficiency through a single
comprehensive process that is aligned to our strategic plan.
Improve the quality and accuracy of service support information provided to our
internal customers.
Establish a means by which our decision making process is market and customer
focus.
Maintain and enhance the physical conditions of our public facilities.
18
19. Examples of Objectives
Develop a customer intelligence database system to capture and analyze patterns in
purchasing behavior across our product line.
Launch at least three value stream pilot projects to kick-off our transformation to a
leaner organization.
Centralize the procurement process for improvements in enterprise-wide purchasing
power.
Consolidate payable processing through a P-Card System over the next two years.
Monitor and address employee morale issues through an annual employee satisfaction
survey across all business functions.
Matt H. Evans, matt@exinfm.com
19
20. Values statement
Values: Beliefs that are shared among the
stakeholders of an organization. Values drive an
organization's culture and priorities and provide a
framework in which decisions are made. For
example, "Knowledge and skills are the keys to
success" or "give a man bread and feed him for a
day, but teach him to farm and feed him for life".
These example values may set the priorities of self
sufficiency over shelter.
20
21. 21
Values statement
The values of an organisation
Encourage unanimity in the way activities are
carried out, thereby reducing internal conflict
Establish the climate, or culture, of the
organisation
Establish the rights and obligations of staff
Specify standards for individual behaviours
within the organisation.
21
26. 26
Mission statement
versus sense of mission
effective organisations take their mission seriously
knowledge and understanding of mission encourages
better performance
effective strategic managers engender
sense of mission in the organisation
26
