1. Mission,Mission,
Strategic vision,Strategic vision,
Culture and ValuesCulture and Values

4. Introduction
Confusion
The mission describes the
farming business's product,
market and technological areas
of emphasis in a way that
reflects the values and priorities
of the strategic decision-makers

5. Visionary picture (vision)
Events in future & current
situation & current farming
capacity
Vague as a dream, or specific
such as short-term goals

6. Strategic vision & Mission
The future (end point) formsThe future (end point) forms
the focus in the case of thethe focus in the case of the
strategic visionstrategic vision,,
while the present (departurewhile the present (departure
point) forms the centre pointpoint) forms the centre point
in the case of ain the case of a missionmission

7. Strategic vision & Mission

9. The Mission
– Characteristics –
 In which way and how will success be
reached
 Beginning of journey to farming
success
 Broad description which distinguishes it
from other farming businesses
 It must be concise
 It must be exciting – must motivate
people
 It must drive the strategic vision

10. The Mission
– Characteristics –

11. Clear and understandable
Brief to be memorised (<100
words)
Clearly specify the core business
What customer needs
Who are primary customers
How is business run – technologies
used
How are products produced
Why the farming business exists
Criteria for evaluating missionCriteria for evaluating mission
statementsstatements

12. Where management is heading with
the farming business
Reflect distinctive competences
Identify forces driving the strategic
vision
Serve as source of energy
Criteria for evaluating missionCriteria for evaluating mission
statements (cont.)statements (cont.)

13. Communicating the Mission
Motivation of workforce
“Cherry on top”
Impact on training

14. After Karsten Farms had
communicated their mission and
vision to the entire workforce
during training sessions – which
had a major impact on their
mindset – the workforce was
motivated for the rest of their
journey to farming success

15. XYZ Ranch, USA
XYZ Ranch chooses to raise and
market fed cattle through a vertically
coordinated alliance that responds to
the demands of the consumers.
Published with their permission.

16. P-Farm Peanuts, South Africa
We are peanut processors specialising in the
shelling and grading of high-quality peanuts
with high-technology equipment, receiving the
product from various high-quality farming
businesses producing under contract.
The processed peanuts are sold locally or
exported to various countries through agents,
depending on the most profitable source.
The processing is highly profitable due to a
highly motivated and qualified management
team and workforce.

17. PA Visser Farms, South Africa
As an irrigation farm we increase the returns
on investment (ROI) by improving productivity
of the irrigation farming business in striving to
produce high-quality peanuts of preference for
the international market and grain for the local
market; managing the natural resources in an
optimally sustainable way, according to
potential, with the grace of God.

18. Byrneburn Ltd., New Zealand
We increase sustainable net income by
being a preferred supplier of high
quality milk and dairy livestock, by
adopting excellence in farm
management practices and
technologies and by developing
beneficial partnerships with our team of
staff, while embracing the values of
integrity, honesty and the pursuit of
knowledge.

19. Karsten Farms, South Africa
Karsten Farms endeavours to achieve
sustainable, optimal production of
outstanding quality fruit by world-class
employees.
Building healthy relationships with
customers and suppliers based on
mutual performance.

20. K & O Farms Inc., USA
K & O Farms is a profitable, ongoing,
family-based agricultural business.
We will be a proactive, efficient,
innovative operation that adapts and
changes with new information and
technology.
We will be good stewards of all the
resources we utilize in our business.

21. John Lamb, South Africa
Green Valley as a mixed farming
business satisfies its customers
nationally with grain and meat
products produced with the best
technology available, and manages
the resources sustainably with a
highly motivated workforce.

22. Exercise 1
Formulate a mission forFormulate a mission for
your farming businessyour farming business

23.  Ability to present complicated
problems conceptually
 Anticipated perspectives and
management approaches
 Contingency planning – “What If”
 Holistic vision in relation to bigger
picture
Formulating a strategicFormulating a strategic
vision requires:vision requires:

25.  Desired state of success in future
 Vary from short, broad to specifics
 Examples 1.3.4
 Strategic implications umbrella term➡
 Achieve in 5 - 10 years
 Process to achieve success
Journey to
Farming Success It is important not to
mistake the edge of
the rut for the horizon
Strategic Vision

26. 1. Direction for the future
2. Broad framework for mission and
goals
3. Nature of future strategies
4. Driving force for communication
5. Foundation for handling complicated
problems or challenges
Why is strategic vision important?

27. 6. Necessary for process of strategic
planning
7. It forces you to think ahead
8. Basic for sense of coherence and
cooperation
Why is strategic vision important?
The strategic vision and the
long-term goals must match
Remember
It’s not how good you are,
it’s how good you want to be
Paul Arden

28. H. L. Hall & Sons Holdings Ltd, South Africa
To be the best family owned business in South Africa.
Published with their permission.
XYZ Ranch, USA
Beef produced on the XYZ Ranch will represent the
protein of choice by American consumers.
Published with their permission.
P-Farm Peanuts, South Africa
To reduce the processing costs of peanuts by 50% in
the next three years, and to annually investigate the
optimum market and identify opportunities in a timely
manner.

29. PA Visser Farms, South Africa
Improve ROI to 20% on average per year over the next
5 years.
Brian Madison, CPA
To have a full time farming operation with facilities and
equipment that will support an acceptable standard of
living for me and my family.
Published with the permission of Leffel, Otis & Warwick P.S.
Byreburn Ltd., New Zealand
PROSPERITY FROM PASTURE

30. KMM Family Farm
A written family succession plan will always be
updated.
Riverview Farm
By 2010 Riverview Farm will farm with 5 000 breeding
ewes, 450 breeding beef cows and 500 ha of cereal
crops. There will be written plans for the major tasks in
each enterprise.
RJN Farms
All family and employed members will have written
goals, job descriptions, regular appraisals and
appropriate incentives.

31. Karsten Farms, South Africa, Egypt and Brazil
Karsten Farms' fruit will be consumers'
first choice worldwide
John Lamb, South Africa
To optimise productivity of direct productive
assets with competitive strategies to achieve
a positive financial ratio (Re>Ro*)
*Refer to glossary for definition & in the index.

32. Exercise 2
Formulate a strategicFormulate a strategic
vision for thevision for the
farming businessfarming business

33. Organisational Culture
1. It is the “oil” that helps people to
work together with common
purpose
2. Important part of image of farming
business
3. Good image attract good staff and
obtain client support
4. Set of assumptions that members
share in common

34. 5. Every farming business has own culture
6. Culture = Personality – develops over
many years
7. Powerful culture enforces workforce to
work in achieving strategic vision
8. Easier said than done in workforce with
diverged cultures & personalities

35.  Difficult to observe relationship
between culture & critical factors
on which strategy depends
 Requires sensitivity & careful
planning
 Compatibility between changes &
culture
Managing the Strategy-cultural
Relationship

37. Members of the farming business at all
levels
Preparation of statements
Get key words
Put it into catchy phrases
Statements must be brief – 4 to 6 short
lines
Statements displayed where everyone
on the farm & visiting the farm can see
it
Who must be involved in theWho must be involved in the
development of cultural values?development of cultural values?

38. Our ValuesOur Values
We aim to exceed our client’s expectations
We are enthusiastic about progress
We are a team
We encourage personal growth
We respect one another as individuals
We achieve security through good work
We encourage personal growth
Example of value statement for aExample of value statement for a
farming business in Tasmania, Australiafarming business in Tasmania, Australia

39. "We keep our word."
"We co-operate to achieve our goals."
"We care about those with whom we work."
"We enjoy our work."
"Everyone is a manager."
"We respect our clients' confidentiality."
Other value statements from farmsOther value statements from farms
and agribusiness organisationsand agribusiness organisations
internationallyinternationally

40. Culture and Values of Green Valley
Our people are our greatest asset
We act with honesty and integrity
We champion success and excellence
We protect our natural resources
We seek benefit from change
We focus on farming growth
We are the winning team

41. Final Thoughts
Values statements must be reinforced
by the day to day actions of
managers and staff
They must be "owned" by all
It must become "the way we do
things here"
They can be a powerful force to help
achieve the mission and vision of the
farming business

42. Exercise 3
Formulate culture andFormulate culture and
values for your farmingvalues for your farming
businessbusiness