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Vision, Mission, and Values

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Clarify Values
Scan Current Situation
Define the Mission
Create a Vision
Implement the Vision

Publié dans : Business

Vision, Mission, and Values

  1. 1. VISION, VALUES, AND MISSION Presenter: Dr. Maynard Brusman Consulting Psychologist & Executive Coach
  2. 2. UNDERSTANDING THE PROCESS l “The best way to predict the future is to invent it”. __ Alan Kay, scientist, inventor
  3. 3. 5-STEP VISIONING PROCESS l Clarify V alues l Scan Current Situation l Define the Mission l Create a Vision l Implement the Vision
  4. 4. IDENTIFYING VALUES l V alues are the foundation for Vision. l V alues are the essence of a company’s philosophy for achieving success. They are the bedrock of corporate culture.
  5. 5. PERSONAL VALUES l V alues are what we are passionate about as being important and meaningful in our lives. l V alues energize, motivate, and inspire. l V alues are the root of all learning.
  6. 6. ORGANIZATIONAL VALUES QUESTIONS l What do we stand for? l How do we treat our employees and customers? l What are our core values? l How do we want to be seen by the community? l What attitudes and behaviors in employees do we want to reward?
  7. 7. MISSION STATEMENT l Mission is a Core Competency l The mission provides direction for developing strategy, defining critical success factors, searching out key opportunities, making resource allocation choices, and delighting customers and stakeholders. l Your mission statement makes clear company’s uniqueness in the marketplace.
  8. 8. ORGANIZATIONAL MISSION l What business(s) are you in? l Who are your customers? l What are your strengths? l How are you unique?
  9. 9. MISSION STATEMENT EXAMPLE l “By defining and solving problems of the working and healing environments, we aim to improve the quality of our customers’ lives and become their reference point for quality and service. Through personal competence, participation, research, and design, we strive for excellence in each aspect of our business.” __ Herman Miller • manufacturer of high-quality chairs
  10. 10. VISION l A vision is a powerful mental image of what we want to create in the future. It reflects what we care about most, represents an expression of what our mission will look like and is aligned with our values and sense of purpose. l A vision statement should include your basic strategy on how you want to achieve your mission. l Visioning releases spirit and inspires you.
  11. 11. QUALITIES OF A VISION l It motivates, inspires l It is clear, concrete l It is achievable, not a fantasy l It fits with the highest values l It is easy to communicate, clear and simple
  12. 12. A POWERFUL VISION l Presents where we want to go l Captures the desired spirit of the organization l Describes a preferred and meaningful future state l Can be felt - gives people goose bumps l Provides a motivating force l Is challenging and compelling
  13. 13. VISION QUESTIONS l What will we be next twelve months, in two years, five years? l How would we know we were there? l What kind of organization do we want to be? l What do we really want to do or create? l How do we differentiate ourselves from our competition?
  14. 14. EXAMPLE OF VISION l “We are a worldwide leader in workplace learning and performance”. __ American Society for Training and Development
  15. 15. PLANNING TO IMPLEMENT VISION l The strategy, businessplans, procedures and key actions that will put values, mission, and vision into action.
  16. 16. STRATEGY l Defined as the way an organization meets the challenges and opportunities presented by its environment. l Consists of a set of conscious choices about how it will deliver value to its clients an distinguish itself from its competitors
  17. 17. CORE STRATEGIC DECISIONS l Understand the challenges and opportunities present in your external environment, l Identify assumptions about the future. l Clarify a reason for being that motivates an inspires. l Identify the principles by which people will conduct themselves.
  18. 18. CORE STRATEGIC DECISIONS l Define your future clients and how you will deliver value to them. l Identify core organizational competencies. l Create a long-term business focus. l Set short-term performance goals. l Establish master plan to manage firm’s long-term development.
  19. 19. Dr. Maynard Brusman Consulting Psychologist & Executive Coach Working Resources P .O. Box 471525 San Francisco, California 94147 T el: 415-546-1252 E-mail: mbrusman@workingresources.com Web Site: http://www.workingresources.com Subscribe to Working Resources Newsletter: http://www.workingresources.com Visit Maynard's Blog: http://www.workingresourcesblog.com