Characteristics of the Strategic Vision
The strategic vision should begin with the questions, “Where are we trying to go, and how do we see the organization three to five years from now?” Answering these questions is the guideline for evaluating what is important, it gathers and incorporates information about the present and anticipates the environment in which the organization will be working in the future. When developing a strategic vision, it should:
- Inspire the members.
- Draw on the beliefs and environment of the organization.
- Serve as a powerful motivator.
- Energize the members.
- Does not assume that the organization will remain the same as it does today.
- Be clearly understood by the members.
- Give the members a sense of purpose.
- Help an organization prepare for the future.
Asking pertinent questions allow every member within the organization to think outside of the box and tap into their imagination. The strategic vision looks to the future. Creating the strategic vision begins with the decision and commitment to achieve results. The strategic vision statement should be short, describe a fixed stage and is understood by everyone in the organization. Each member within the organization should be a part of creating the strategic vision. When the members of the organization are a part of the creation process, they will pursue the vision because it is their vision. If the members of the organization do not accept the vision as their own, the vision is worthless. A shared strategic vision can energize the members of the organization by connecting them to the purpose of the organization. Members need to feel that they are making a useful contribution to a worthwhile venture. The strategic vision enables the members to see how their effort contributes to the larger picture. The development of the strategic vision consists of forecasting what the future is likely to be. Forecasting is a prediction of what will occur in the future; what the organization strives to be. The strategic vision is viewed as interesting and energizing when it creates a new way to view the future and challenges the current state of things. It not only makes the members of the organization think; it provides something new to think about.
The strategic vision should include the beliefs of the organization and the members that make up the organization. The beliefs clarify the logic that the strategic vision will be good for the macro, micro and meta organization. Effective organizations are grounded in core values that the members of the organizations believe in and about which they feel passionate.
Sample Strategic Vision-Avon Products, Inc.
The Avon Corporation’s vision statement reads “Our vision is to be a company that best understands and satisfies the product, service, and self-fulfillment needs of women globally. Our dedication to supporting women touches not only beauty-but health, fitness, self-empowerment and financial dependence.” Avon’s vision statement answers the questions, where are we going, and how we see ourselves in the future? The strategic vision radically altered the organization’s structure, gave new direction, improved standards of excellence, created flexible employees and created a dynamic organization. The employees have a mental picture of where the corporation is going. The Avon Corporation is going in the direction of addressing the needs of the whole woman, not just outer beauty but inner beauty.
The employees of the Avon Corporation see themselves, in the future, as the ultimate marketer of products and services for “all women” around the world. All women encompass women of all ages, all colors and all nationalities. Avon’s strategic vision statement energizes all the employees of the corporation by connecting them to the purpose of the organization. It is clearly understood by all of the employees and it gives life to the employees as they walk in the vision. The employees are inspired because they are a part of a bigger picture. Because the employees are inspired, motivated, simulated and feel part of the vision, the success of Corporation is phenomenal. The success of the corporation shows that the implementation of the strategic vision is working. It shows a commitment to empower all women-not just the women that were employee by the Avon Corporation.
Creating a Mission Statement
The strategic vision is the guiding star of any organization. Without a strategic vision, the members of the organization loose their way. Any organization that is tasked with the responsibility of developing a strategic vision should include three elements. The three elements of a strategic vision are:
- Creating a mission statement.
- Charting a strategic path (the course to pursue) and
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Communicating the strategic vision.
The strategic vision statement is a picture of where the organization will be in the future. It defines the direction in which the organization is heading and how it will succeed in reaching its goal. The strategic vision tells the members of the organization “where we are going” and the mission statement tells “who we are” and “what we do.” The mission statement is the purpose and why the organization exists. It summarizes what the organization does. An organization must have an end to which they are headed. The mission statement guides their decision and determines their strategy. An organization does not dream up the mission statement, it is created out of a need.
The mission statement is a description of the organization’s existence. It is the long run vision of what the organization strives to be, the unique aim that differentiates the organization from similar one and the means by which this differentiation will take place. The mission statement defines the direction in which the organization is heading and how it will succeed in reaching its desired goals. The mission statement is the organization’s calling card. It is part of the organization’s identify. When individuals want to research an organization, they first ask to see a copy of the mission statement because it conveys useful information.
Characteristics of a Mission Statement
The mission statement answers the question why do exist, who do we serve, and what services do we provide? To begin the process of creating a mission statement, it must be based on those three questions. Answering these questions is the guideline for evaluating what is important and to keep the mission statement clear and straightforward. When developing a mission statement, it should:
- Define the organization and identifies the organization’s central purpose.
- Give direction.
- Be concise and compelling.
- Easily understood and can be communicated by all members of the organization.
- Create an inspiring strategic vision of what the organization can be and can do.
- Outline how the strategic vision should be accomplished.
- Establishes key priorities.
- State a common goal and foster a sense of togetherness.
- Create a philosophical anchor for all activities within the organization.
- Generate enthusiasm. A “Can Do” attitude.
- Express the organization’s values.
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Empower the members to believe that every individual is the key to success.
When creating the mission statement, the senior management needs to start and lead the activity. Just as with the strategic vision, everyone within the organization should be given a chance to be heard when creating the mission statement. Members of an organization must be given the opportunity to help share in the decisions that can influence their work. For the mission statement to be effective, it has to be a statement of all members within the organization.
The mission statement must be the viewed by the members of the organization, as their own and one that everyone can be committed to. The mission statement serves as the underpinning of what the organization stands for and how it will behave. It is future oriented and portrays the organization, as it will be. It focuses on one common purpose that is specific and not generic. The most important factor of the mission statement is the ability to state the mission statement clearly. It should be short so that it easily remembered. If the members can state the mission statement clearly, it shows how well the members know where the organization is going.
There must be a discussion of the mission statement, what it will be used for and how it differs from other organization’s descriptions and statement. The members must have voice in development from the outset. All members have valuable information to contribute and their involvement is critical. When the members of the organization are a part of the creation process, they will be more committed because they have help shaped the mission statement. After all members have presented their ideas, the ideas are merged, eliminate, expanded and modified. The organization will work through many drafts before developing a final mission statement. A revised list of the best ideas should be presented for discussion. The best ideas are identified and a consensus is reached. The point is to have members of the organization participate and express their ideas, thoughts and opinions. Once the final draft of the mission statement is complete, it should be circulated throughout the entire organization for comments and feedback. Any feedback and comments that can contribute, enhance or empower the mission statement should be considered for inclusion.
The mission statement should include the organization’s definition of success, descriptions of its values, beliefs, philosophies and objectives. Once the organization has defined its beliefs, this should be used to build and define the mission statement. The mission statement draws on the organization’s belief statement. The beliefs stem from the members’ values. The values are the beliefs that the members hold in common and endeavor to put into practice. The values guide the members into performing their work and reaching the goals of the organization. The values consist of commitment to excellent service, excellent products, innovation, diversity, honesty, creativity and integrity. Holding the members to the values requires commitment and courage. Values call into question the very nature of the organization. An effective mission statement articulates the organization’s essential nature, its values and its work. It unifies the members of the organization at all levels toward a common goal; it communicates the values throughout the organization; it increases commitment from the managers to the workers and it brings clarity to the desired future.
The mission statement should be based on what the organization actually does, what it does uniquely or best and what it strives to do and be. The process should include where the company is going, what it wants to be and how it will get there. For the process to succeed, it must be managed in a way that the organization is moving in the direction of its vision and mission. It is the senior manger’s responsibility to ensure that the direction is provided and to focus the organization in the direction of the vision. The senior manger should influence and shape the organization’s goals, motivate the members to achieve the goals, define the organization’s culture and influence the behavior of the members without having to rely on force.
Sample Mission Statement- TAMUT
Texas A & M University-Texarkana (TAMUT) mission statement reads, “To provide residents of Northeast Texas with the broadest possible access to high value, quality educational opportunities and services.” TAMUT’s mission statement answers the following questions:
- Why does TAMUT exit? TAMUT exists to provide students with access to high value and quality education.
- Who does TAMUT serve? TAMUT serves the residents of Northeast Texas.
- What services does TAMUT provide? TAMUT provides a broad area of educational programs and services.
TAMUT’s mission statement is an effective mission statement because it:
- Tells the public, the staff, the faculty, the students and the educational system what they do best, how uniquely they do it and their purpose is to equip the students with the tools necessary to achieve success.
- Gives direction.
- Establishes key priorities.
- Defines TAMUT by declaring to the world what the university will do and what the university will accomplish.
- Creates a “Can Do” attitude.
- Empowers all (administration, faculty, staff, community and students) to believe that every individual is the key to success.
- Shows that TAMUT is interested in the student’s success by serving as catalyst to ensure that the students will be prepared to live and work in a rapidly changing global society.
- Guides the decision makers- If you know who you are then you can make the right decisions.
- Gives potential employees and prospective students a clear indication of what to expect when they come to TAMUT.
- Establishes a clear and compelling purpose for the university.
- Helps to develop curriculum, policies and procedures.
- Guides the facility into a system of accountability.
CHARTING A STRATEGIC PATH
The path to making the strategic vision realty is not obvious. With the vision and mission statement in hand, begins the process of charting the path of “how to get there.” If an organization is going to succeed, it must have a sense of where it is going and how it is going to get there. To achieve the mission, there must be a strategy that will lead to achieving the vision. The strategy must be consistent with the organization’s values, the mission statement and the goals that the organization has set.
The goals help guide the organization to the steps necessary to make the vision and the mission a reality. The goals should be comprehensive, stimulating, compatible and essential for an effective strategic vision. From the vision, the mission statement describes how the members go about their job in achieving the vision that has been created. Organizations that build strategic visions and missions that work move their organization into a future of hope. With the vision and the mission statement, the members can establish the desired goals. The goals are critical to the organizational effectiveness and they serve a number of purposes. The goals provide guidance and a unified direction for the members within in the organization. The goals help everyone understand where the organization is going and why getting there is so important. Effective goal setting promotes good planning and good planning facilities future goal setting. The goals motivate the members to work harder toward the vision and mission, especially if attaining goals is likely to result in rewards. If achieved, they will optimize long-term profitability.
The strategy is a comprehensive technique for achieving the goals and will allow the organization to compete successfully. The strategy is the plan of action and must begin with everyone within the organization. Sufficient participation by everyone within in the organization means a greater commitment. Everyone within the organization must be involved so that the mission will reflect the concerns and needs of the whole organization. All members of the organization must buy into the strategic vision. The strategic vision conveys what the mission statement will look like in action. The path to the mission statement leads the organization toward closing the gap between the vision for the future and what the organization is currently dong. It is essential to make the mission statement a reflection of the needs of all so that it will be acceptable to all.
When charting the path and setting the course, the process allows the organization to discover its strengths, then build on its strengths. The process also allows the organization to discover its weaknesses so that the organization can correct the weaknesses or eliminate them. The journey begins with a strategic vision of what the potential path will look like. The path is the organization’s mental map. The organization will become lost without a mental map. The mental map is what shapes the strategic vision. It helps the members of the organization reach its aspirations and develops shared organizational goals. Charting the path and setting the course is a consistent, on-going process and sometimes never ending.
The path/course must:
- Connect the employee’s behavior to the strategic vision of the organization, it turns the member’s intentions into action, it links the organization to the changing needs of the customers and it creates a culture in which the values, goals, and objectives work together seamlessly.
- Become behavioral and emotional interconnectedness of the members of the organization to the strategic vision, mission and the function of the organization.
- Make sense and appear practical because after all make sense and is practical. The path must provide a powerful focus. A focused organization is a powerful organization. It will be powerful because of the high level of commitment and loyalty.
- Requires persistent, consistent repetition of the same thoughts, ideas and concepts. It requires a lot of effort on the part of senior management.
The members of the organization must ask the following questions when charting a path for the strategic vision:
- What changes are occurring in the arena where we operate, and what implications do these changes have for the direction in which we need to move?
- What new or different customer needs should we be moving to satisfy?
- What new or different buyer segments should we be concentrating on?
- What new geographic or product markets should we be pursing?
- What should the company’s business makeup look like in five years?
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What kind of company should we be trying to become?
COMMUNICATING THE STRATEGIC VISION
Communicating the strategic vision is one of the most critical tasks and the most important process of the organization. The key to gaining widespread commitment to the strategic vision, is to present the vision in such a way that the members will want to participate and freely choose to do so. The organization’s success will depend on the clarity of the strategic vision and whether it has incorporated all the reasons for the organization’s existence. The members must freely and enthusiastically accept the vision or they will not have the energy or excitement to work for its fulfillment. Clear concise communication about the strategic vision paves the way for understanding and acceptance. It has a major effect of the members and the performance of the members. The most important role of senior management is defining the organization’s strategic vision and aligning the members in the organization behind the vision. The strategic vision is the focal point and the inspiration of the organization. Without a vision, the people perish.
Communication is an essential responsibility if the strategic vision is to be executed in any organization. The organization’s effectiveness hinges on how well the strategic vision and mission statement is communicated, not only to the members but also to the individuals outside of the organization. The power of the strategic vision derives from the ability to capture the hearts and minds of the organization. It must be a shared strategic vision in order to stimulate action and achieve results. For the strategic vision to be effective, it must be well understood and widely shared by everyone within the organization. The strategic vision is the roadmap for the direction the organization will take. It gives strength to overcome challenges. It brings focus to the organization. The strategic vision is what will be communicated as the organization recruit new employees, new partners and new customers. The strategic vision describes where the organization is destined.
Displaying the Strategic Vision
Finally, the strategic vision statement must be displayed in plain view so that the members of the organization and the public can see the direction the organization must take to get to the future. Visible display of the strategic vision shows the members of the organization and the public that the organization is committed to accomplishing results. If the strategic vision is worth developing, it should be displayed to the members, customers and others who are interested in the company’s organizational commitment. New employees should be asked to read the strategic vision upon their employment. Management must continuously communicate the strategic vision to the members of the organization until it becomes an integral part of the organization’s culture. Organizations with strong cultures have cohesive values and norms that bind the organizational members together. Strong organizational cultures foster commitment from the members to achieve the strategic vision.
The organization must go beyond just hanging the strategic vision up on the wall. The organization must make sure that everyone knows and understand the strategic vision-from senior management down to the least member. Having the strategic vision displayed in plain view will serve as a constant reminder of where the organization is going, how the organization will look in future and serve as a guide to keep the members on track. Senior management can communicate the strategic vision by face-to-face communication, using letters, memos, e-mail, or pamphlets to introduce the concept-“write the vision down.” They also need to reinforce the strategic vision with posters, Intranet, Internet, bulletin boards, videotape presentations and newsletters within the organization. It can be disseminated to the public at the annual meetings, included on the letterhead, business cards, company pens and pencils, tote bags, catalog, annual report, press releases, interviews, radio and television appearances.
The purpose of the strategic vision statement is to provide focus and keep the members of the organization energized. It should be displayed at all meetings as a reminder to the organization’s goals. It is to be used to help direct discussions about the responses or any needed course of actions. Returning to the strategic vision reminds the members of the organization about their commitment and the basis for the direction. The strategic vision is a source of inspiration. It must be kept at all times in the minds of the members so that it will be a movement from something they want to achieve to something we will achieve. It serves as a visible and emotional stimulus toward the process. The members of the organization must be fully aware of the strategic vision and have made a pledge to make it realty.
Effective communication of an organization vision plays an integral part of the strategic vision. The strategic vision has a major effect of the members and the performance of the members. People outside the organization also need to understand the strategic vision. The key elements of the effective communication of the strategic vision:
- Simplicity: All jargon must be eliminated. It must be clear concise, easily understood by all within the organization.
- Repetition: The strategic vision will sink in deeply only after it has been heard many times.
- Metaphor, analogy and example: A verbal picture is worth a thousand words. The members of the organization must have a picture in their mind of what success will look like.
- Multiple Forums: Meetings, memos, and newspapers- All are effective for spreading the word about the strategic vision.
- Leadership by example: The leader must clearly communicate to the members of the organization where they are taking the organization. The members of the organization must understand what their efforts are for, where they are headed and how they will get there.
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Give-and-take: Two-way communication is always powerful.
The strategic vision statement is more than printing words on a piece of paper. It must be instilled into every member of the organization. The strategic vision plus effective communication equals a shared purpose. It must be a shared purpose so that it energizes the members of the organization. In today’s complex organization, no one is autonomous. All members of the organization are interdependent. Interdependence is an asset if all the members of the organization are focused and working together. Interdependence can be a liability if the members of the organization are not focused and working together. To get the members of the organization to care, to think and find solutions, they must be sold on what is important. The important point is to have a clear strategic vision and know the trade-off involved in achieving it. Prioritize actions, encourage and measure in the right direction.
CONCLUSION
The strategic vision is a guide and concept that articulates what the organization wants to be in the future and in a language that assumes that the organization is already there. It keeps the organization moving in the right direction and it is the glue that binds the organization and members together. It is the capability to look beyond the moment and look into the potential of tomorrow. When an organization does not have a strategic vision, there is no direction, no purpose, no motivation and the members within the organization perishes and dies because there is no glue that binds the organization and members together. It hinders the growth of the organization and the members. The success of an organization grows out of the strategic vision.
When developing a strategic vision it will stretch the imagination and motivate the members of an organization to rethink what is possible. The strategic vision must be clear concise, easily understood by all within the organization and accessible to those outside the organization who interact with it. The strategic vision consists of the mission statement, a course of how to achieve the vision and method of communicating the vision to the members of the organization and the public.
The vision and the mission statements are the critical elements of a successful business. The vision and mission are linked together. The vision addresses the where and the mission is the how. The vision is a goal and the mission is a strategy. The vision and the mission are the guiding principles and values of the organization. The values that the members have give direction to the organization and define the spirit in which things in the organization should be accomplished. A commitment flows from the values because of the organization’s commitment to the members, the members in turn, become committed to the organization. An organization can reach the future by focusing on where the organization is headed. Every organization must have an end to which they are headed. To be an effective organization there must be a strategic vision because “Where there is no vision, the people perish.”
ENDNOTES
REFERENCES
Allee, V. (1997). The knowledge evolution. MA: Butterworth-Heinemann, 191.
Berger, J. (2001). “Communicating the vision.” Suite.101. Retrieved November 19,
2002 from the World Wide Web: .
Covey, S. (1989). The seven habits of highly effective people. NY: Simon & Schuster,
101.
Denton, D. (1999). The toolbox for the mind: finding and implementing creative solutions
in the workplace. WI: American Society for Quality, 143.
Komisarjevsky, C. (2000). Peanut butter and jelly management. NY: AMACOM, 61.
Kreitner, R. (1998). Management. NY: Houghton Mifflin, 166,167.
Lipton, M. (1996). “Demystifying the development of an organizational vision.” Sloan
Management Review, 37, 83-92.
Luthans, F. (2002). Organization behavior. NY: McGraw-Hill, 235.
Nanus, B. (1992). Visionary leadership: creating a compelling sense of direction. CA:
Jossey-Bass, 135.
Nickolson, D. (2000). “Envisioning an enriched future.” Association Management, 54(5),
52-57.
Peter, J. & Donnelly, J. (2000). Marketing management. NY: McGraw-Hill, 8-9.
Quinn, J. & Baruch, J. (1997). Innovation explosion. NY: The Free Press, 174.
Senge, P. (1999). The dance of change: the challenges of sustaining momentum in learning organizations. NY: Doubleday, 530.
Texas A & M University-Texarkana (2002). General Catalog, 11.
Thompson, A. & Strickland, A. (2002). Strategic management: concept and cases. NY:
McGraw-Hill, 6, 32, 39, C-37.
Forming a strategic vision of where the organization is going to provide long-term direction and the capabilities it plans to develop; see Arthur Thompson and Dr. A.J Strickland, 2002. Strategic management: concept and cases. NY: McGraw-Hill, p. 6.
See Diane Nickolson, 2000. “Envisioning an enriched future”, originally appeared in the Association Management, vol. 54, no 5 (May 2002) pp. 52-57.
See Peter Senge, 1999. The dance of change: the challenge to sustaining momentum in learning organizations. NY: Doubleday, p. 530.
See Diane Nickolson, pp. 52-57.
See Mark Lipton, “Demystifying the development of an organizational vision,” originally appeared in the Sloan Management Review, vol. 37, pp. 83-92.
Effective visions are clear, challenging and inspiring; they prepare the organization for the future and make sense in the marketplace; see Arthur Thompson and Dr. A. J. Strickland, p. C-37.
Mangers have three discernable task in forming a strategic vision and making it a useful direction-setting tool; see Arthur Thompson and Dr. A. J. Strickland, p. 32.
A well-conceived, well-worded mission and vision statement helps managers mange-serving as a beacon of the organization’s long-term direction, helping channel organizational efforts and strategic initiatives along the path management has committed to follow, building a strong sense of organizational identity and purpose and creating employee buy in; see Arthur Thompson and Dr. A. J. Strickland, p. 6.
It is important that the mission statement comes from the heart; see J. Paul Peter and James Donnelly, 2000. Marketing management. NY: McGraw-Hill, pp. 8-9.
See Robert Kreitner, 1998. Management. NY: Houghton Mifflin, pp. 166-167.
The mission statement must be focused on the organization’s goals; see Chris Komisarjevsky, 2000. Peanut butter and jelly management. NY: AMACOM, p. 61.
See Fred Luthans, 2002. Organizational behavior. NY: McGraw-Hill, p. 235.
In essence, it requires living the highest values everyday; see Verna Allee, 1997. The knowledge evolution. MA: Butterworth-Heinemann, p. 191.
Management is efficiency in climbing the ladder of success and leadership determines whether the ladder is leaning against the wall; see Stephen Covey, 1989. The seven habits of highly effective people. NY: Simon & Schuster, p. 101.
The mission statement is a powerful tool for school development. It is the compass by which everyone connected with the school assumes responsibility for the school’s ultimate direction. To see Texas A & M University’s role, scope and mission statement go to the General Catalog on page 11.
A true strategy integrates the organization’s major goals, policies, and programs into a unique and consistent pattern that supports its long term strategic vision and objectives; see James Quinn and Jordan Baruch, 1999. Innovation explosion. NY: The Free Press, p. 75.
See James Quinn & Jordan Baruch, p. 145.
There is no substitute for good entrepreneurship in addressing the above six questions and making choices about which forks in the road to take; see Arthur Thompson and Dr. A. J. Strickland, p. 39.
Leaders must work back from what they see in the future to the present. You reach the future by focusing on where you are headed; see Burt Nanus, 1992. Visionary leadership: creating a compelling sense of direction. CA: Jossey-Bass, p.135.
See Diane Nickolson, pp. 52-57.
For further details, visit Jim Berger at Suite 101, Real People Helping Real People, .
Experts emphasize that a prerequisite for leading change is to create a vision statement; see D. Keith Denton, 1999. The toolbox for the mind: finding and implementing creative solutions in the workplace. WI: American Society for Quality, p. 143.
