A study by Bain and Company indicated
that organizations that have clearly defined
Vision and Mission statements
that are aligned with a strategic plan,
outperform those who do not.
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Vision – what is it?
• the guiding principle for a social enterprise – it’s the
‘reason why’
• states the core purpose of the business
• a long-term principle
•Defines the optimal desired future state - the mental
picture of what an organization wants to achieve over
time;
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Provides guidance and inspiration as to what an
organization is focused on achieving in five, ten,
or more years;
Functions as the "north star" - it is what all
employees understand their work every day for;
Is written in an inspirational manner that makes
it easy for all employees to repeat it at any given
time.
Visions should
• be inspirational – and aspirational
• be memorable
• be defined from the start
• be clear
• be used as a framework for monitoring and
evaluation
Mission – what is it?
• a practical statement
• informs how and what a Social Enterprise
must do to deliver it’s mission
• may change with time
“If the business plan can be considered the road map of your social enterprise and
the vision is the direction in which you are going, then the mission statement
consists of the street signs to get there” Alter, KS 2000.
What is a Mission Statement?
•Defines the present state
or purpose of an organization;
•Is written in the form of a sentence or two,
but for a shorter timeframe (one to three years)
than a Vision statement;
•Is something that all employees
should be able to articulate upon request.
Answers three questions about why an
organization exists –
WHAT it does;
WHO it does it for; and
HOW it does what it does.
A mission and a vision are statements that have
been written to guide certain actions and future
states:
•A mission is what an organization does, its action;
a vision is what an organization would like to
happen as a result of the action that it does.
•Mission equals the action;
vision is the ultimate result of the action.
•Mission answers the question:
“What would not happen if we were not here as an
organization?”
Or more positively:
“What change is achieved because we exist?
•Vision answers the question:
“What are the results, the ends, the consequences
of our action?”
•Vision looks forward; mission looks at today.
Vision & Mission – the difference
Vision
Mission
What
The ‘dream’
The ‘plan’
Key
Characteristic
Inspirational, clear, easily
communicated
Time Frame
Long term
Identifies how the
‘dream’ will be
fulfilled
Short – Medium
term
MOTOROLA
„Everything will turn out alright if we just keep in
motion, forever moving forward.”
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MARRIOTT
„See the good in people, and try to develop those
qualities.”
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Nissan:
"Nissan provides unique and innovative automotive
products and services that deliver superior,
measurable values to all stakeholders in alliance
with Renault."
 Mercedes:
„We invented cars, now we’re passionately shaping
their future”.
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Ford:
„We are a global family with a proud heritage
passionately committed to providing personal
mobilityfor people around the world.”
BBC: Vision & Mission
Our vision
To be the most creative organisation in the world.
Our mission
To enrich people's lives with programmes and services that
inform, educate and entertain.
Activity
•What are the Vision, Mission and Values in your
workplace? Where and how are they communicated? Do
they reflect the nature of your organisation?
•If they are not explicit, find a similar organisation where
they are clearly defined.
•Record your thoughts in your learning journal.
References
Alter, KS 2000 ‘Managing the Double Bottom Line: A Business
Planning Reference Guide for Social Enterprises. Pact Publications.
BBC – www.bbc.co.uk
The Big Issue - www.bigissue.com
Cooperatives UK - www.uk.coop
Ethical Property Plc - www.ethicalproperty.co.uk
Rise – www.rise-sw.co.uk
Social Enterprise Coalition - www.socialenterprise.org.uk