Mission, vision and strategy
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The concepts of mission, vision and strategy are often used in various meanings.
Confusion is not only between mission and vision, but also between strategic business objectives and mission once it is rather unclear.
There are two important differences:
The time horizon for the mission is for the long term, five to ten years.
Strategic objectives cover a period of two to four years and are more specific, here one strives to measurable final results.
Where the company stands for?
A mission statement defines the raison d’etre of an organization and answers the question: Why do we do what we do? The mission is timeless, but applying it to a concrete moment. A mission is not constantly under discussion.
Where the company is going for?
A vision is a consistent look to the future and gives the desired situation. It is, as it were, a picture of the situation which the organization pursues. Reparatiedenken is a vision in the forms of a pitfall. The person who formulates the vision must detach from reality. A vision is ‘ realistic ‘ daydreams.
- Elements of ‘ his ‘ realistic daydreams:
- The production process of the Organisation (also: transformation process). How to start this process, what is the ‘ input ‘? What is the ‘ output ‘? And what steps sit there between?
- The added value for the customer. What is the difference between ‘ input ‘ and ‘ output ‘? Why is the customer to the Organization?
- Who are the workers in the production process? Who is the owner and what role he plays?
- What organisational form is applicable?
- Find the external environment within which activities take place?
In realizing the vision, it is important to understand the parties affecting the desired change. Who are involved and who work against when changing? And why?
How are the objectives?
The strategy describes how in the vision and goals are going to be laid down and gives images a coherent set of actions for maintaining the continuity in the longer term. Strategic decisions are irrevocable decisions about the essence of the organization. On the decision taken once more come back cannot be (easily) and thus it lays down for a longer period.
Are concrete and measurable
The last bridge between the strategic thinking and practical do is coming to the goals of the organization. Goals are tangible results that one pursues to the mission, vision and strategy of the Organization to achieve.
strong> In doing so it helps to formulate the objectives SMART:
- < Specific: specify exactly what one wants to achieve
- Measurable: so is whether or not to establish or goals are achieved
- Acceptable: for those involved who need to realize
- Realistic: goals are achievable, but should be allowed to challenge
- Timeframe: When we want to reach the final result
Add to that SMART ( I ):
- Inspirational: the driving force behind the achievement of the targets and the continuous improvement of an organization.
Mission, vision and strategy can also be applied on a personal level.
- An example:
- My mission is that I want to have a happy life.
- My vision is that both the well-being of my body as my mind is important.
- If I choose one of my strategic goals for regular cycling.
- Critical success factor is a good bike. A performance indicator is the number of bicycled kilometers per year. An indicator of the result is the number of days per year that I am sick or positive, the number of days per year that I am healthy.
My priorities makes it simpler: strategic objective in the weekend I’m going with suitable weather-anyhow-always cycling.