The Vision Thing
posted in Business Planning, Decision Making & Problem Solving, Organizational Change, Strategic Planning |
Since the June 8th Blog entry, “Whatcha Do?” I’ve fielded a number of questions about the difference between a mission statement and a vision statement.
A Vision statement summarizes WHAT the stakeholders of an enterprise intend it to be — its ideal identity. This future-focused statement is crafted as a source of inspiration, describes what winning looks like by identifying targeted milestones and accomplishments and provides clear decision-making criteria to get there. A well-crafted Vision statement is SMART — Specific, Measurable, Achievable, Relevant and Time-bound — and can motivate stakeholders to realize these defined objectives.
An effective vision statement is specific not ambiguous. It precisely states achievable aspirations that are in alignment with organizational values and culture. It is engaging, memorable and can be assimilated into the enterprise’s daily practice. The Vision statement embodies a desired expectation that the organizational leaders have the responsibility of communicating through their daily actions, short-term objectives and corporate decision processes. To embed these aspirations within the organizational structure, individual stakeholders are usually encouraged to craft their own personal vision that is compatible with the enterprise’s overall vision. That practice is one way to make sure everyone is on the same page, understands and accepts the direction the leaders have set for the organization and are ready and willing to contribute what they can to achieve the stated goals. Vision statements that are reflected and acted upon at every level of an organization have a direct and positive impact on the bottom line and success of the organization.
A well-crafted Mission statement isn’t bound by a time frame — it can remain unchanged for decades — it defines the purpose for the organization’s existence and provides a path to realize the Vision in line with its values.
In and environment of organizational initiative or transformation, it is essential to acknowledge the existing conditions — resources and obstacles — the mission, and to identify where you want to go —the vision, and what you will need to do to get there.
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