Developing Strategic Vision and
Mission Statement
Session 2
01 October 2011
Civil Service College Dhaka
Presentation by
Dr. Muhammad G. Sarwar
Email: sarwar_mg@yahoo.com
Cell: 01821443741
Presentation Contents of 1st
Session
Strategic Management: course outline
Strategic Management: references
What is Strategic Management?
Stages of Strategic Management
Strategic Management Model
Benefits of Strategic Management
Why Strategic Planning/Management may
fail?
 Strategic Management and Business Ethics
 Guidelines for Effective Strategic
Management
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2
Presentation Contents of 2nd
Session
Selective review of topics discussed in last
session
 Strategy Making Hierarchy
 Developing Organization's Vision
Statement
 Preparing Organization’s Mission
Statement
 Linking Vision / Mission with Organization
vales
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Strategic Management: course outline
Sl.
No.
Topic Title
1
Strategic Management: an overview
2
Strategy Formulation
 Designing Vision and Mission Statements
Session
no.
1
1
•
External Assessment
1
•
Internal Assessment
1
•
Setting Company/Organization Objectives
1
•
Strategy Analysis and Choice
1
4
Strategy Implementation
1
4
5
Strategy Evaluation
Limitations of Strategic Management: why
strategy may fail ?
1
1
4
Strategic Management: references

Fred R. David (2008), Strategic
Management: Concepts and Cases, 11th
Edition, Prentice Hall

Arthur A. Thompson, Jr. (2010) Crafting
and Executing Strategy: the quest for
comparative, 16th Edition, McGraw Hill
5
What is Strategic Management?
Strategic Management is an art and
science of formulating, implementing and
evaluating cross-functional decisions that
enable an organization to achieve its
objectives (Fred R. David, 2008).
 Strategic Management is the approaches
to grow, attract and please clients,
compete successfully and achieve targeted
levels of organizational performance
(Arther A. Thompson, 2010)
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What is Strategic Management?
(contd.)
In ultimate analysis Strategic Management
is the Quest for Competitive Advantage.
 4 most frequently used strategic
approaches:

◦ Striving to be the industry’s low-cost provider
◦ Outperforming rivals based on quality,
diversity, style, technology, value –added
services etc
◦ Focusing on a narrow market niche
◦ Developing capability that rivals can’t easily
imitate.
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Stages of Strategic Management
Strategic Management process consists of 3
stages:
1. Strategy formulation,
2. Strategy implementation, and
3. Strategy evaluation.
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Strategic Management Model
Strategy
Formulation
Strategy
Evaluation
Strategy
Implementation
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Strategy Making Hierarchy
Corporate
Strategy
Business
Strategy
Functional
Area
Strategy
Operating
Strategy
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Corporate Governance: role of Board
of Directors in Strategic Management
Critically appraise and approve
organization’s strategic management
 Evaluate the strategic leadership skills of
the CEO and other managers
 Institute a compensation plan for top
executives
 Ensure that organization issues accurate
financial report
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Strategy formulation
Strategy formulation includes 6 stages:
 Developing a vision and mission statements
 Identifying organization’s external
opportunities and threats
 Indentifying internal strengths and
weaknesses
 Establishing long-term objectives
 Generating alternative strategies
 Choosing particular strategies.
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Developing a Strategic Vision for
the Organization
A Strategic Vision describes the
route a organization intends to take
in developing and strengthening its
products / services. It lays out the
organization’s strategic course in
preparing for the future.
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Developing a Strategic Vision for
the Organization (contd.)
As a managerial tool Strategic Vision must:
A. Provide understanding of what
management wants its organization to look
like, and
B. Provide managers with a reference point in
making strategic decisions and preparing the
organization for the future.
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Characteristics of an Effective
Strategic Vision
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Graphic: paint a picture reflecting organization's
vision
Directional: forward looking strategic course
Focused: specific enough to provide guidance
Flexible: is not a once and for all time
statement
Feasible: within the resource availability
Desirable: serve the long term interest of
shareholders / stakeholders
Easy to Communicate: a simple and memorable
slogan, that can be explained in 5-10 minutes.
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Common Flaws in Vision
Statements
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Vague / incomplete: is short on specifics about
future of the organization
Non-directional: does not indicate strategic
focus
Too broad: all inclusive without any specific
direction
Uninspiring: lacks the power to motivate
employees and shareholders
Lofty accolades: too reliant on superlatives
without anything specific
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Communicating the Strategic Vision
An effectively communicated vision
is a valuable management tool for
enlisting the commitment of
organization personnel to action that
get the organization moving in the
intended direction.
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Communicating the Strategic Vision
(contd.)
Expressing the essence of the Vision in a
Slogan like Henry Ford’s vision ‘a car in
every garage’
 Breaking down resistance to a new
strategic vision
 Recognizing strategic inflection points
 Understanding the payoffs of a clear
vision statement
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Examples of Visions in Slogans
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Ford: ‘a car in every garage’
Nike: ‘To bring innovation and inspiration to
every athlete in the world’
Levy: ‘We will clothe the world by making the
most appealing and widely worn casual clothing
in the world’
Mayo Clinic: ‘The best care to every patient
every day’
Greenpeace: ‘To halt environmental abuse and
promote environmental solutions’
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Payoffs of a Clear Vision Statement
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It crystallizes senior executives’ views about
organization's long term direction
It reduces the risk of rudderless decision
making
It helps winning the support of employees for
organizational reforms
It helps lower level managers to prepare their
departmental /operational objectives and
strategies
It helps an organization to prepare for the
future.
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Vision vs. Mission Statement
Strategic vision is what it says about the
organization’s future strategic course;
 Mission Statement of a organization
typically provide a brief overview of the
organization’s present product / service
provision and sometimes geographic
coverage or standing as a market leader.
 Mission statement is needed before
alternative strategies can be formulated
and implemented.
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Process of Developing a Mission
Statement
Involve as many managers as possible in
the process of developing a organization’s
mission statement, because through
involvement managers of all level become
committed to the organization.
 Process of developing a mission statement
should create an ‘emotional bond’ and
‘sense of mission’ between the
organization and employees.
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Characteristics of a Mission
Statement
A declaration of organization’s attitude
and outlook
 A customer / client / stakeholder
orientation
 Declaration of Social Policy /
Responsibility
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Mission Statement Components
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Concern for Customers / clients / stakeholders
Products / Services
Market / location
Cutting edge Technology
Self-concept / competitive advantage
Concern for Growth
Organization’s Philosophy / value
Concern for public image
Concern for employees
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Rationale for Mission Statements
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To ensure unanimity of purpose within
organization
To provide a basis for resource allocation
To promote organizational environment
To serve as focal point to identify with the
organization’s purpose and direction
To specify organization’s purpose and translate
these purposes into objectives
To facilitate the translation organization’s
objectives into a work structure
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Vision and Mission Statement Example
Civil Service College Dhaka
 Vision Statement
The vision of the college is to become a centre of
excellence in teaching and research on policy options
regarding governance and development to establish an
effective transparent and accountable public service in
Bangladesh
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Mission Statement
The mission of the college is capacity development of
public and private sector executives through
strengthening their knowledge, skill and competence
and by enhancing their commitment, motivation and
dedication to the interest of the country and its people.
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Thanks
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