Creating a Vision and a Mission
Explanation of Step One - Defining Vision and Mission
The first step of the quality journey is developing a company's vision and mission statements. With input from all
employees, these two statements are used as guides for the rest of the quality journey.
It is important to tie quality into the overall company vision so that each department or area of the company realizes that
quality is important to the company.
Vision
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A vision statement outlines what a company wants to be. It focuses on tomorrow; it is inspirational; it provides
clear decision-making criteria; and it is timeless.
Mission
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A mission statement outlines what the company is now. It focuses on today; it identifies the customer(s); it
identifies the critical process(es); and it states the level of performance.
It has been said that a vision is something to be pursued, while a mission is something to be accomplished.
Impact of Vision and Mission on the Company
When a company collaboratively decides to express its vision, beliefs, goals, values and mission in words, it will give
direction to everyone in the company. Therefore, it is important to involve all employees and give them a chance to
indicate how they perceive the company and to identify what is important to them, i.e., things the company must not lose
sight of as it continues on its journey. If this step is done right, it will not be viewed as the latest gimmick.
The way that the vision and mission are communicated is important. This requires full commitment from senior
management and may result in several changes depending on where the company presently is and how well it presently
represents its vision. Quality must be recognized not as a separate entity but as an integral part of a person's overall job.
This communication process can take time and much effort but does become easier as people see that the company truly
uses these statements in their decision process and refers to them for guidance on a regular basis.
Once the direction is defined, then it will impact such things as strategic planning, objectives and goals. Strategic planning
includes reviewing the vision and mission of the company and then determining what has to be done in order to achieve
the goals of these statements. This normally translates into Objectives (Strategic Focus). Next, the company determines
how it will know when the statements have been achieved. This translates into Objective Measures. From the measures,
each department can set goals, objectives and measures that will help the company achieve its strategic objectives (and,
therefore, its mission as well as get closer to its vision).
Creating a Vision and a Mission
What is a Vision?
A vision is like a dream. It's where you want to go, what you want to be. It's
perfectly acceptable for your vision, your dream to be unattainable, to be just
out of reach. It's what you reach for. The vision statement is where you
describe this dream to the people who work for you in your business or on your
team.
For example, for years Pepsi’s vision statement was simply, ‘Beat Coke’.
What are Mission Statements?
A mission statement describes the primary purpose for your existence – who
you serve, what you provide and how you will provide it. When crafting your
mission statement, use these questions as a guide:
1. What function does your organization serve?
(What needs do you meet?)
2. For whom does your organization perform this function?
(Who are your primary clients?)
3. How does your organization go about filling this function?
(What activities take place that enable you to meet that need?)
4. What values or beliefs drive you as an organization in your mission?
Here’s an example of a mission statement from Lexus U.S.: To attract and retain
customers with the highest value products and services and the most satisfying ownership
experience in America.
Creating a Vision and a Mission
When you begin the process of strategic planning, visioning comes first. When visioning the change, ask
yourself, "What is our preferred future?" and be sure to:
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Draw on the beliefs, mission, and environment of the organization.
Describe what you want to see in the future.
Be specific to each organization.
Be positive and inspiring.
Do not assume that the system will have the same framework as it does today.
Be open to dramatic modifications to current organization, methodology, teaching techniques,
facilities, etc.
Key Components for Your Vision
Incorporate Your Beliefs
Your vision must be encompassed by your beliefs.
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Your beliefs must meet your organizational goals as well as community goals.
Your beliefs are a statement of your values.
Your beliefs are a public/visible declaration of your expected outcomes.
Your beliefs must be precise and practical.
Your beliefs will guide the actions of all involved.
Your beliefs reflect the knowledge, philosophy, and actions of all.
Your beliefs are a key component of strategic planning.
Create a Mission Statement
Once you have clarified your beliefs, build on them to define your mission statement which is a statement
of purpose and function.
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Your mission statement draws on your belief statements.
Your mission statement must be future oriented and portray your organization as it will be, as if it
already exists.
Your mission statement must focus on one common purpose.
Your mission statement must be specific to the organization, not generic.
Your mission statement must be a short statement, not more than one or two sentences.
Here is an example mission statement: "By providing quality education, we empower individuals to
become caring, competent, responsible citizens who value education as a lifelong process."
Benefits of Visioning
The process and outcomes of visioning may seem vague and superfluous. The long-term benefits are
substantial, however. Visioning:
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Breaks you out of boundary thinking.
Provides continuity and avoids the stutter effect of planning fits and starts.
Identifies direction and purpose.
Alerts stakeholders to needed change.
Promotes interest and commitment.
Promotes laser-like focus.
Encourages openness to unique and creative solutions.
Creating a Vision and a Mission
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Encourages and builds confidence.
Builds loyalty through involvement (ownership).
Results in efficiency and productivity.
Vision Killers
As you engage in the visioning process, be alert to the following vision killers:
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Tradition
Fear of ridicule
Stereotypes of people, conditions, roles and governing councils
Complacency of some stakeholders
Fatigued leaders
Short-term thinking
"Naysayers"
Creating a Vision and a Mission
Mission statements and vision statements
Organizations sometimes summarize goals and objectives into a mission
statement and / or a vision statement:
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A Definition of Vision in a dictionary: 'An Image of the future we seek to create'.
A vision statement describes in graphic terms where the goal-setters want to see
themselves in the future. It may describe how they see events unfolding over 10
or 20 years if everything goes exactly as hoped.
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A definition of Mission in a dictionary: purpose, reason for being
Many people mistake vision statement for mission statement. They are
fundamentally different. Mission statement defines the purpose or broader goal
for being in the existence or in the business. It serves as a guide in times of
uncertainty, vagueness. It is like guiding light. It has no time frame. The mission
can remain the same for decades if crafted correctly. While vision is more
specific in terms of objective and time frame of its achievement. Vision is related
to some form of achievement if successful.
For example, "We help transport goods and people efficiently and cost effectively
without damaging environment" is a mission statement. Ford's brief but powerful
slogan, "Quality is Job 1" could count as a mission statement. While "We will be
one amongst the top three transporters of goods and people in North America by
2010" is a vision statement. It is very concrete and unambiguous goal.
To make mission statement effective it needs to be aligned with the prevailing
culture in that organization. Mission and Values go hand in hand. A lofty mission
statement means nothing if it is not in congruence with the values practiced by
the organization. A good example of this is Enron.
A mission statement can resemble a vision statement in a few companies, but
that can be a grave mistake. It can confuse the people. While a mission
statement helps inculcate values in employees, the vision statement has direct
bearing on the bottomline and success of the organization. The vision statement
can galvanize the people to achieve defined objectives even if they are stretch
objectives provided the vision is SMART (Specific, Measurable, Achievable,
Realistic and Time Bound).
Mahatma Gandhi had a simple vision of getting rid of British rule in India and
establish a vibrant democracy in India. He had a specific image of post British
India in his mind and he talked of that image at every opportunity and to every
one who was willing to listen.
Creating a Vision and a Mission
The effect of such a powerful vision and articulation of this powerful vision in a
simple to understand language was dramatic in the history of India. He and his
followers defeated British without using any weapons or any violance. Their
mission statement was not to use any violence and to love even the enemy. The
'Satyagraha' was not targeted towards the British people but to unjust, unlawful
British imperial rule on India. They could come up with different strategies to
achieve their vision while remaining loyal to their mission statement. So the
mission and vision both served as a guide.
Nelson Mandela used the same tactics in South Africa later.
These two examples should be enough to demonstrate the profound impact a
powerful vision can have on entire mass of humanity or even on entire
generation. Powerful vision statements are very important for any organization to
succeed in today's world.
Features of an effective vision statement may include:
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Clarity and lack of ambiguity
Paint a vivid and clear picture, not ambiguous
Describing a bright future (hope)
Memorable and engaging expression
Realistic aspirations, achievable
Alignment with organizational values and culture, Rational
Time bound if it talks of achieving any goal or objective
In order to become really effective, an organizational vision statement must (the
theory states) become assimilated into the organization's culture. Leaders have
the responsibility of communicating the vision regularly, creating narratives that
illustrate the vision, acting as role-models by embodying the vision, creating
short-term objectives compatible with the vision, and encouraging others to craft
their own personal vision compatible with the organization's overall vision.