http://www.mercubuana.ac.id
Advanced Science and Technology Letters
Vol.34 (Business 2013), pp.42-45
http://dx.doi.org/10.14257/astl.2013.34.11
Vision Platform:
Conditions of Sustainable Growth
Kim Gye Soo
1
Department of Business Administration, Semyung University.
65 Semyungro,
Jechon Chungbuk 390-711, Korea
gskim@semyung.ac.kr
Abstract. The vision platform is the guiding purpose of an enterprise. Vision
Platform compos of mission, vision, and core value. The vision platform is very
important to sustain company in turbulence era. The author will introduce the
definition of vision platform and show case study of vision platform to readers.
Ultimately, this is a story about vision platform, including the choice to create a
discipline of strategic thinking and strategic practice within an organization.
Our intent is to provide you with a do-it-yourself guide to make vision platform
and adapt your organization.
Keywords: Vision Platform, Mission, Vision, Core value, Strategic thinking.
1 Introduction
The economic circumstance is unstable: Unemployment stubbornly high; income
disparity between rich and poor people increasing; middle class income decreasing,
and consumer confidence falling for low-income families.
Global economic trends are highly important as well. For years, companies have
pursued offshoring, which involves the outsourcing of work and jobs to lower-cost
foreign locations. But new economic signals are showing signs of a shift toward reshoring, which moves jobs back home. Rising labor costs in foreign countries, higher
shipping cost, complicated logistics, complaints about poor customer service, public
criticisms about destroying local jobs, and economic incentives offered by
communities are causing global firms to rethink their offshoring strategies and start to
relocate more jobs back home.
In this condition, the basic dynamic of visionary companies is to preserve the
vision platform and the core and stimulate progress. It is vision that provides the
context [1].
This paper is about mission, vision, and core value. We worked to develop a robust
framework and adapt to an organization. Though we use Samsung Medical Center as
our main example, this doesn’t mean that our approach to vision platform can only be
effective in all sizes of organizations, including start-ups, not-for-profits. It is our hope
that through our research and example from across Samsung Medical Center, and
levels, the lessons for your organization will become clear.
ISSN: 2287-1233 ASTL
Copyright © 2013 SERSC
http://www.mercubuana.ac.id
Advanced Science and Technology Letters
Vol.34 (Business 2013)
2 Vision Platform
Mission, vision, core value are elements of strategy. Three elements can be called
“Vision Platform.” It can give people right direction as like the polar star. The vision
platform model made up of three elements. [Fig. 1]
Fig. 1. The Vision Platform
The mission is the organization’s purpose or reason for existing. A statement of
mission may answer basic questions such as what business are we in? Who are we?
What are we about? It may describe the organization in terms of the customer needs it
aims to satisfy, the goods or services it supplies, or the markets that it is currently
pursuing or intends to pursue in the future. The following statements illustrate how
five organizations define their mission.
 3M: To solve unsolved problems innovatively
 McKinsey & Company: To help leading corporations and governments be more
successful
 Merck: To preserve and improve human life
 Nike: To experience the emotion of competition, winning, and crushing
competitor
 Walt Disney: To make people happy
Some organizations develop vision statements that are different from their mssion
statement. A vision expresses an organization’s fundamental aspirations and purpose,
usually by appealing to it member’s heart and minds. A vision statement adds “soul: to
a mission statement if it lacks one. Over time, traditional statements of mission may
change, but the organization’s vision of organizations.
 3M: To solve unsolved problems innovatively
 Merck: To preserve and improve human life
 Wal-Mart: To give ordinary folk the chance to buy the same things as rich
people
Core values are the essential and enduring tenets of an organization. A small set of
timeless guiding principles, core values require no external justification, they have
Copyright © 2013 SERSC
43
http://www.mercubuana.ac.id
Advanced Science and Technology Letters
Vol.34 (Business 2013)
intrinsic value and importance to those inside the organization. Values in some of the
best companies have been found to emphasize performance excellence, innovation,
social responsibility, integrity, work involvement, customer service, and teamwork [2].
Merck: Corporate social responsibility, Science-based innovation
Walt Disney: No cynicism, Nurturing and promulgation of “wholesome
American values”
Nordstrom: Service to the customer above all else, Hard work and individual
productivity
With the vision platform, company can help improve an organization’s strategic
planning process and therefore lead to better strategies. Effective strategic planning
depends upon a clear understanding of customer and market needs and expectation, as
well as the competitive environment and internal capabilities [3]. Usually, The best
managers don’t believe there’s a hand-off between strategy and execution [4].
3 Case Study
Samsung Medical Center has the mission, vision, and guiding principles of the
organization. The mission of a medical center defines its reason for existence. For
example, the mission of Samsung medical center is to lead hospital of the best medical
service that prioritizes the patients [5]. Samsung Medical Center’s mission guides the
development of strategies by different group within the medical center. It establishes
the context within which daily operating decisions are made, and it sets limits on
available strategic options. In addition, it helps to make tradeoffs among the various
performance measures and between short- and long term goals.
The vision describes where the organization is headed and what it intends to be.
Samsung Medical Center’s vision is stated as its “Big Hairy Audacious Goals”-Happy
Innovation 20*20. It is brief and memorable, inspiring and challenging, appeals to all
stakeholders, and describes an ideal state.
The value, or guiding principles direct the journey to a vision by defining attitudes
and policies for all employees that are reinforced through conscious and subconscious
behavior at all levels of the organization, For Samsung Medical Center, the core
values are
Integrity: of the individual and the medical center.
A passion: for performance and a bias for action, creating real value for a
stakeholder, and leading the pace.
Innovation: Seeking breakthrough opportunities, taking risks, and initiating
meaningful change.
Focus on people: Showing concern and respect for all with whom we work,
building collaborative relationships with the community, and our customers,
coworkers, and business associates.
In facts, all companies clearly not to separate their mission, vision, and core value.
The mission, vision, and guiding principles serve as the foundation for strategic
planning.
44
Copyright © 2013 SERSC
http://www.mercubuana.ac.id
Advanced Science and Technology Letters
Vol.34 (Business 2013)
4 Conclusion
Global economic trends are very turbulent. In this time, Company should have strong
vision platform. Vision Platform is the cornerstone of organization. It can give people
right direction as like the polar star. Vision Platform consists of three elements:
Mission, Vision, and Core Value. Right alignment may operate right in organizations.
The visionary company is well aligned both vision platform and action plan. As we
showed that Samsung Medical Center is trying to be a excellence hospital in the world
with vision platform and action plan.
References
1. Collins, J. C., Porras, J. I.: Building your company’s vision, Harvard Business Review,
September-October, 157--169(1996).
2. Schermerhorn, Jr. J. R.: Introduction to Management, Wiley (2013).
3. Evans, J. R.: Quality Management, Organization, and Strategy, South Western Cengage
Learning.
4. Sundheim, D.: Closing the Chasm Between Strategy and Execution, Harvard Business
Review, November, 26(2013).
5. http://www.samsunghospital.com.
Copyright © 2013 SERSC
45