A TEC member was struggling with the concept of vision recently. He wasn’t clear on the differences between vision, mission, core values and purpose. Further, he’d seen enough flowery mission statements hanging in lobbies at vendor and customer locations that didn’t seem to be worth the plaque they were inscribed on. He brought his dilemma to his TEC group.
Does the organization really need a vision statement? How do you go about getting and articulating a vision? What makes a vision statement effective? What are the differences between vision and mission?
As it sometime occurs, several members of his TEC group were grappling with similar questions. The group challenged our inquiring member to do some research and come back to the group to share what he had learned. Some members agreed to provide resource materials that might assist in the research.
Here is what our member learned about vision.
- Vision is what the organization wants to become at some future point in time.
- It is a BHAG. A Big Hairy Audacious Goal.
- For example, TEC – The Executive Committee’s vision might be
“TEC is the dominant CEO think tank in the world.”
He also learned that mission is different than vision. Mission defines the outcomes that the organization intends for the customer. It is a “filter” to manage the business more effectively. TEC – The Executive Committee’s well understood mission is to “increase the effectiveness and enhance the lives of CEOs.” We see it played out with hundreds of TEC chairs and thousands of members with every interaction. CEOs helping each other become better CEOs and better people.
Our member reported back to his TEC group at the next TEC meeting. His work in progress vision statement…"To become one of the most respected, exciting and recognized electronics manufacturing companies in North America."
The company’s mission…."To delight customers and contribute to their success."
Not bad for a CEO who was somewhat skeptical and confused before embarking on the exercise. He accomplished the vision and mission statements with the help of his senior leadership team. No “buy in” necessary. Everyone contributed and now understands what they are about. Next step in the process: alignment. But without clear vision, alignment of the balance of the organization would not be possible. How is your vision?
Does the organization really need a vision statement? How do you go about getting and articulating a vision? What makes a vision statement effective? What are the differences between vision and mission?
As it sometime occurs, several members of his TEC group were grappling with similar questions. The group challenged our inquiring member to do some research and come back to the group to share what he had learned. Some members agreed to provide resource materials that might assist in the research.
Here is what our member learned about vision.
- Vision is what the organization wants to become at some future point in time.
- It is a BHAG. A Big Hairy Audacious Goal.
- For example, TEC – The Executive Committee’s vision might be
“TEC is the dominant CEO think tank in the world.”
He also learned that mission is different than vision. Mission defines the outcomes that the organization intends for the customer. It is a “filter” to manage the business more effectively. TEC – The Executive Committee’s well understood mission is to “increase the effectiveness and enhance the lives of CEOs.” We see it played out with hundreds of TEC chairs and thousands of members with every interaction. CEOs helping each other become better CEOs and better people.
Our member reported back to his TEC group at the next TEC meeting. His work in progress vision statement…"To become one of the most respected, exciting and recognized electronics manufacturing companies in North America."
The company’s mission…."To delight customers and contribute to their success."
Not bad for a CEO who was somewhat skeptical and confused before embarking on the exercise. He accomplished the vision and mission statements with the help of his senior leadership team. No “buy in” necessary. Everyone contributed and now understands what they are about. Next step in the process: alignment. But without clear vision, alignment of the balance of the organization would not be possible. How is your vision?
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