Strategic Leadership session 3 Strategic Vision, Mission and Fit Explore the changing nature of vision and mission In a complex and dynamic environment Robert Jones rajones2004@hotmail.com http://cambridgemba.wordpress.com/strategic-leadership-2015/ © Robert Jones 2015

What is our purpose? What business are we in? What is our Mission Statement? What is our Vision? Discuss (briefly)

Communicating Organisational Purposes Corporate Values principles guiding actions Vision/Mission Statement of overriding direction and purpose of organisation Goals Overall outcomes desired Objectives Statement of specific outcomes to be achieved Specific – e.g. financial, market-based Measurable - KPIs Achievable Relevant Time constrained

What are the mission statements for your own organisations?

Agile Adaptable Capable http://www.raf.mod.uk/role/Strategyprototype.cfm http://www.raf.mod.uk/role/ http://www.raf.mod.uk/role/raf-ethos.cfm

Protecting Our Nation’s Interests http://www.royalnavy.mod.uk/

Securing Britain in an Uncertain World http://www.army.mod.uk/

Whose mission statements are these? Organisation A: We are a team of over 500,000 people in 12 markets dedicated to providing the most compelling offer to our customers. Organisation B: We improve services by managing people, processes, technology and assets more effectively. Organisation C To sell food in a fast, friendly environment that appeals to pride conscious, health minded consumers

http://www.tescoplc.com/index.asp?pageid=6 http://www.iairgroup.com/phoenix.zhtml?c=240949&p=irol-reportsannual http://www.investors.rbs.com/investor-story-kpis/our-strategy.aspx http://serco.com/about/vision/index.asp

Expectations and Purposes Exhibit 4.1 Johnson & Scholes (2005)

What challenges do you face with your Mission? How do these factors influence your capabilities? Discuss (briefly)

Strategy Fit ? Mission statement Fit or mismatch? Capabilities

Determining “fit” – EVR Congruence Effective decision making balances resources, environment and values Environment Externalities Political Economic Socio-cultural Technological Environmental Market Customers Competitors Resources Organization Operations Assets Competences R E V Values Expectations of Stakeholder groups Management style Leadership Culture Adapted from Thompson 1999 © Robert Jones 2014

Public Sector Portfolio Matrix – the political “fit” Source: J.R. Montanari and J.S. Bracker, Strategic Management Journal, vol. 7, no. 3 (1986), reprinted by permission of John Wiley & Sons Ltd. Exhibit 6.9 Johnson & Scholes (2005)

Strategic Vision, Mission and Fit Recap main points Q&A