1. FORMULATING THE VISION, MISSION, AND VALUES
STRATEGIC MANAGEMENT
FORMULATING THE VISION, MISSION, AND VALUES

2. VISION and MISSION
The vision and mission provide a framework for all stakeholders (employees, current and prospective customers, current and prospective investors, even the public) to delineate the organization’s strategic course and purpose. The vision and mission should be:
Broad
Distinct, direct, and specific (to the organization)
Real and meaningful
Motivational
Translatable into goals and objectives
Indicative of organizational values
Clear as to identity, purpose, and reason for being and
Linked

3. ORGANIZATIONAL VISION
Agreement on the vision for which the organization strives to achieve in the long run is critically important to its success. It focuses upon:
What/who the organization aspires to become
Commonality of interests
The purpose of daily challenge! Motivation! Action!
Opportunity
Reasonable and feasible
A strategic course and long-term direction
Clarity and easy to remember

4. ORGANIZATIONAL VISION
The payoff for a clear statement of vision:
Clarifies the perception of direction (from top to bottom of
the organization)
Works as a common guide for decision-making
Serves as a tool to support change
Guides functional level planning
Offers insight into the future and preparations necessary to
achieve long-term goals

5. EXAMPLES OF VISION STATEMENTS
Good vision statements are:
graphic
focused
flexible
feasible and
memorable

6. Our vision serves as the framework for our roadmap and guides every aspect of our business by describing what we need to accomplish in order to continue achieving sustainable, quality, and growth. This is done through our:
People – Be a great place to work.
Portfolio – Bring to the world a portfolio of quality beverage
brands.
Partners – Nurture a winning network of customers, and
suppliers to achieve enduring value.
Planet – Be a responsible citizen that makes a difference by
helping build and support sustainable communities.
Profit – Maximum long-term return to shareholders.
Productivity – Be a highly effective, lean, and fast-moving
organization.

7. TULIP GROVE BAPTIST CHURCH (A Nonprofit Organization)
The Vision of Tulip Grove Baptist Church is to be the people of God, on mission with God, motivated by a love for God, and a love for others.

8. U.S. GEOLOGICAL SURVEY (USGS)
(A U.S. Government Agency)
The Vision of USGS is to be a world leader in the natural sciences through our scientific excellence and responsiveness to society’s needs.

9. ORGANIZATIONAL MISSION
Whereas the vision statement defines the future strategic course of an organization, i.e. its direction and aspirations for the future, the mission statement specifies the organization’s current business and purpose. It focuses upon:
Who we are
What we do
Who we do it for
Why we are here
*90% of all companies have used a mission statement in the previous five years (Prentice-Hall, 2007).

10. ORGANIZATIONAL MISSION
The payoff for a clear statement of mission:
Identifies the organization’s products and services
Specifies the buyer’s needs and wants it seeks to satisfy
Identifies the customer groups and/or markets it endeavors
to serve
Specifies the approach to pleasing customers
Gives the organization its own identity (differentiates and
positions)
Reconcile the interests among diverse stakeholders
A lead-in to setting of goals and objectives
Generate strategic alternatives
Support the image of the organization

11. ORGANIZATIONAL MISSON
Good mission statements are:
Clear
Concise (but broad in scope)
Short
Easy to understand
Focused
Memorable
Motivators!

12. Dell’s mission is to be the most successful computer company in the world at delivering the best customer service in markets we serve. In doing so, Dell will meet customer expectations of:
Highest quality
Leading technology
Competitive pricing
Accountability
Best in class service and support
Flexible customization capability
Superior corporate citizenship
Financial stability

13. (A Nonprofit Organization)
TARRANT COUNTY ASSOCIATION FOR THE BLIND
(A Nonprofit Organization)
The mission of Lighthouse for the Blind of Fort Worth, a nonprofit organization, is to provide services to assist legally and totally blind individuals to achieve their highest level of personal and economic self-sufficiency consistent with their specific skills, general abilities and interests.

14. (A U.S. Government Agency)
U.S. Department of Interior (DOI)
(A U.S. Government Agency)
Our Mission is:
Protecting America’s Great Outdoors and Powering Our Future
The U.S. Department of the Interior protects America’s natural resources and heritage, honors our cultures and tribal communities, and supplies the energy to power our future.

15. ORGANIZATIONAL CORE VALUES
LINKING VISION AND MISSION TO
ORGANIZATIONAL CORE VALUES
The core values of the organization relate to:
Beliefs;
Traits;
Behavioral norms.

16. CORE VALUES
Core values flow from and are supported by the vision and mission of the organization. Vision and mission statements refer to these core values as they portray (among others):
Fair treatment of stakeholders (employees, customers, investors)
Shareholder value
Integrity
Ethical behavior
Diversity
Innovation
Trust
Quality
Customer service
Relationships
Social responsibility
Community citizenship

17. CORE VALUES
Smart leaders are committed to a corporate culture that supports and encourages the desired beliefs, traits, and behavioral norms that characterize the values of organization. They ensure that the vision, mission, and ensuing strategy is continually crafted to match these values as they link and work together to achieve organizational success.