Mission - Vision - Strategy in Organisations

Mission - Vision - Strategy

Bart Van Loon

20th April 2010

1 / 30Mission - Vision - Strategy

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Outline

The next ±60 minutes. . .

1 Who are you?

2 Definitions and ExamplesValuesMissionVisionStrategyTactics

3 Working out a Business Strategy


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Who am I?

Who am I?

Bart Van Loon

2005: finished studies in ComputerScience, Mathematics, ArtificialIntelligence in Leuven

2006: Co-founded Villa Vespa

2007: Co-founded Zeropoint.IT

2009: Started The DataTank

(Picture by Pitslamp.be)


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http://pitslamp.be

Who am I?

Villa Vespa

Carefree Oldtimers4 / 30


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Who am I?

Zeropoint.IT

Qualitative HR without borders5 / 30


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Who am I?

The DataTank

Unlocking databases for anopen society


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Who are you?

Entrepreneurship is a full-contact sport


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Who are you?

Success is not guaranteed


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Who are you?

But do you want to work, work, work. . .


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Who are you?

. . . for someone else?


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Who are you?

My Advice. . .

take responsibility for your own destiny

make a choice in life

execute your own ideas

→ have a Mission

→ define your Vision

→ follow your Strategy


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Who are you?

Mission




→ have a Mission




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Who are you?

Mission - Vision




→ have a Mission




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Who are you?





→ have a Mission




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Definitions and Examples

Hierarchy of Needs 1/5

ValuesLifetime →


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Core Values

Who are we?


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Core Values – Examples

Amazon:

Customer Obsession

Innovation

Bias for Action

Ownership

High Hiring Bar

Frugality


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Yahoo:

Excellence

Teamwork

Innovation

Customer Fixation

Community

Fun


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Cynex:


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Friotherm:


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Masterlease:


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ValuesLifetime →

Mission20+ years →


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Mission


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Mission

A Mission Statement is a briefdescription of the higher goals of anorganisation. It’s purpose is to improvethe cohesion and coherence of anorganisation.


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Mission

Why do we exist?


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Mission – Examples

Wal-Mart Stores:

To help people save money so they can live better.

Metro:

To bring together people and products in all corners of the globe.

Tesco:

To create value for our customers to earn their lifetime loyalty.


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Gazprom:

To ensure an efficient and balanced gas supply to consumers in theRussian Federation and fulfil its long-term contracts on gas export

at a high level of reliability.

EDF:

To bring sustainable energy solutions home to everyone.


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Daimler:

To produce cars and trucks that people will want to buy, will enjoydriving and will want to buy again.

Honda:

To seek technology that helps realize true peace and hapiness onearth.


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Google:

To organize the world’s information and make it universallyaccessible and useful.


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Try it yourself


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Properties of a good Mission Statement

short

catchy, easy to remember

inspiring

ambitious

realistic and measurable

differentiating from competition


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ValuesLifetime →


Vision5-20 years →


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Vision


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Vision

A Vision Statement outlines what theorganization wants to be, or how it wantsthe world in which it operates to be. Itconcentrates on the future.


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Vision

What do we want?


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Vision – Examples

Wal-Mart Stores:

To become the worldwide leader in retailing.

Metro:

To innovate through cooperation.


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Vision – Examples

Sony:

To have the world look to Sony for comprehensive entertainment.

Samsung:

To lead the digital convergence movement.


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Vision – Examples

BMW:

To be the most successful premium manufacturer in the industry.

IBM:

To be first-and-foremost on any new enterprise data centremigration shortlist.

Deutsche Post:

To remain Die Post fur Deutschland as well as the logisticscompany for the world.


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Vision – Examples

Starbucks:

To inspire and nurture the human spirit – one person, one cup, andone neighborhood at a time.

Nike:

To bring inspiration and innovation to every athlete in the world. Ifyou have a body, you are an athlete.


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Try it yourself


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Properties of a good Vision Statement

specific

achievable

motivating

guideline for daily decisions

shapes organisation culture

BHAG


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ValuesLifetime →



Strategy1-5 years →


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Strategy


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Strategy

Strategy is the adoption of courses ofaction and the allocation of resourcesnecessary for carrying out long-term goalsand objectives of an organisation.


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Strategy

How will we do it?


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ValuesLifetime →



Strategy1-5 years →

Tactics±1 year →


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Everyone should take it serious. . .


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Working out a Business Strategy

Closed-Loop Management System1

1 Develop

2 Translate

3 Plan

4 Monitor and Learn

5 Test and Adapt

1Robert Kaplan & David Norton (2008). “Mastering the ManagementSystem”. In: Harvard Business Review. January 2008, Vol. 86 Issue 1 (2008):62-77


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1 Develop the Strategy

Define vision, mission and values(Conduct strategic analysis)Formulate strategy

2 Translate

3 Plan

4 Monitor and Learn

5 Test and Adapt



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1 Develop

2 Translate the Strategy

Define strategic objectives and themesSelect measures and targetsSelect strategic initiatives

3 Plan

4 Monitor and Learn

5 Test and Adapt



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1 Develop

2 Translate

3 Plan Operations

Improve key processesDevelop sales planPlan resource capacityPrepare budgets

4 Monitor and Learn

5 Test and Adapt



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1 Develop

2 Translate

3 Plan

4 Monitor and Learn

Hold strategy reviewsHold operational reviews

5 Test and Adapt



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1 Develop

2 Translate

3 Plan

4 Monitor and Learn

5 Test and Adapt the Strategy

Conduct profitability analysisConduct strategy correlation analysisExamine emerging strategies



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Closed-Loop Management System


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Let’s Connect!

Contact me

Bart Van Loon

[email protected](+32) 472/94.14.34

http://bbbart.eu/blogtwitter: @b b b a r t


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mailto:[email protected]

http://bbbart.eu/blog

http://twitter.com/b_b_a_r_t