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Introduction

The objective of this paper is to incorporate the critical view point of the journal
Business Models and Strategic Management: A New Integration written by Francine
Newth (Dec 11, 2012). Strategic management is one of the most important "hard
skills" in business management. In Strategic Management, you'll learn how you can
manage businesses and projects proactively with a focus on long-term strategy,
rather than reacting to day-to-day hiccups. It explains how to run a business, the
difference between defensive and aggressive business strategies, taking a strategic
position and recommending a strong business strategy. You'll also learn how to
incorporate factors like competitor behaviour and market movements into your
decision making. The main purpose of this paper is to revise the business strategy
from different dynamic view point, In order to make up its insufficiency.
Creating a Vision for Your Firm
There are various issues to consider in making an organizational strategic plan.
Strategic plans often mean a change in organizational structure or a move toward
change. Change can be a difficult process and sometimes requires time. It is
important to get employees on board with the decision making process. This can be
articulated through the mission and vision statement of the organization. Articulating
and repeating the positives of the move toward change in the organization will help
employees stay engaged and motivated in the process.

Strategic Planning
Change is an essential component of strategic planning. This involves moving the
organization or program forward to create or change something. Some plans are
created out of the need for the organization to move in a certain direction, and other
plans develop organically. Mission and vision statements will be important to help
communicate the goals of the plan to employees and the public.
Mission Statement

Leaders should emphasize the current mission statement to employees, which


clarifies the purpose and primary, measurable objectives of the organization. A
mission statement is meant for employees and leaders of the organization. Strategic
plans may involve changing the mission statement to reflect a new direction of the
organization. Highlighting the benefits of the change and minimizing the deficits will
help employees and the public buy into the change.

Vision Statement
Like mission statements, vision statements help to describe the organization's
purpose. Vision statements also include the organization values. Vision statements
give direction for employee behavior and helps provide inspiration. Strategic plans
may require a marketing strategy, which could include the vision statement to also
help inspire consumers to work with the organization.
Purpose and Benefits
Strategic planning will likely have its successes and failures. Leaders should
celebrate the little successes toward meeting objectives, which are part of the
mission and vision statement. The mission statement will help measure whether the
strategic plan aligns with the overall goals of the agency. The vision statement helps
to provide inspiration to employees. Employees who feel invested in the
organizational change are more likely to stay motivated and have higher levels of
productivity.
Considerations
A successful change will involve communicating and repeating mission and vision
statements, which helps prevent people from becoming discouraged in the event of
small failures along the way. Leaders should continue to highlight the strengths of
the strategic plans and involve important stakeholders in the process. Engaging
employees and volunteers will help them to recognize and take ownership of the
change. Involving employees also helps to provide more minds to prevent possible
problems.

What Are the Goals, Visions & Mission Statements of an Organization?


by Sophie Johnson, Demand Media

The vision of a company is tied to its mission and goals.


Related Articles

Can an Organization Have a Successful Strategic Plan Without Effective Mission &
Vision Statements?

Reasons for Mission Statements in a Company

How Often Should a Vision or Mission Statement Be Changed?

How to Meet the Vision & Mission of an Organization

The Effect of General Mission Statements

Taglines vs. Mission Statements

For entrepreneurs, choosing opportunities that will best suit a businesss strengths is
part of the strategic planning process. Strategic planning results in some guiding
ideas that serve to unify the companys activities, chiefly, the vision and mission
statements. (See All References.) These provide the direction and purpose of a
companys actions. Goals follow from mission and vision.
Mission Statement
The mission statement of a business justifies and explains its reason for existence.
(See All References.) For example, a spice company might have a mission to sell
spice blends to restaurants that become as indispensable as salt and pepper. As the
companys purpose, the mission should guide everything the company does. At
every organizational level, individuals can use the mission to evaluate priorities. If a
proposed course of action doesnt further the mission, it shouldnt be pursued.
Vision
A companys vision is its ultimate goal, its interpretation what success will look like in
the future when the company accomplishes its purpose. (See All References.) The
vision statement translates the missions statement of purpose into a specific
destination that implies or explicitly states action. For instance, our fictional spice
blend company might adopt a vision that sees its product on every North American
restaurant table in a decade. The companys vision shapes the organizations goals,
especially and most directly the companys strategic goals, which are long-term
aims.
Related Reading: The Effect of General Mission Statements
Goals
The goals that come out of creating the mission and vision are strategic that is,
they fulfill the companys strategic plan. They take at least a year often several

years

to

carry

out,

and

further

the

organization

as

whole.

Short-term goals, the companys tactical objectives, take up to a year to achieve.


Every tactical objective that is completed brings the company closer to fulfilling its
strategic

goals.

Operational goals deal with day-to-day operations, carrying out tactics on the front
line. Employees bring them to completion in a single day, a week or a month.
Process
Sometimes new developments in the marketplace present opportunities outside the
scope of the companys current mission. If an opportunity is sizable enough, the
owner may decide to reevaluate the mission. This reevaluation involves a deep
analysis of the companys situation, usually by conducting a SWOT analysis. (See
All References.) During a SWOT analysis, the owner evaluates the internal and
external circumstances confronting the company, then decides whether the mission
needs to be rewritten. If so, then a new vision and new goals must also be formed.
The Statements
Mission and vision statements are meant to be used, not written and left closed up
inside a company manual. They should be simple no jargon and gobbledygook
bogging them down and they should reflect the companys personality. After all,
not only will the statements inspire action within the company, to interested outsiders
they will serve as an explanation of the company itself. (See Reference 3.) The
owner must keep the mission, vision and goals relevant and part of the companys
everyday activities, rewarding those who uphold them.

Can an Organization Have a Successful Strategic Plan Without Effective Mission &
Vision Statements?
by Charmayne Smith, Demand Media
The strategic plan is the blueprint that defines the steps and procedures the
business will take to achieve its mission and objectives. Without a mission or vision
statement, the business cannot define its objectives, nor can it establish the

strategies for success. The successful strategic plan is built around the businesss
missions and objectives and, its success is dependent upon the organization
attaining its mission.
Mission Statement
The businesss mission statement provides a wide, universal view of the
organizations reason for existence. It identifies the organizations ultimate goal, or
vision, and serves as the foundation for the organizations values and cultures. The
mission statement is void of specifics and is often so general that it may appear
unattainable.
Objectives
In order to develop successful strategies, the organization must have goals and
objectives. The goals are short and long term statements that define a series of
plateaus the business must climb in order to achieve its ultimate goal, the mission.
The objectives provide specific and measurable actions that are required in order to
meet the organizations goals. Goals and objectives include deadlines and
measurable actions that are used to determine if the organization is meeting its
objectives in a timely and affordable fashion.
Related Reading: How Often Should a Vision or Mission Statement Be Changed?
Strategic Plan
The strategic plan analyzes the internal and external factors that affect the business
and defines the procedures and steps the business will take to achieve the defined
goals and objectives. While the goals and objectives are quite similar to the strategic
plan, the strategic plan is more specific. This plan details the employees and clients
that are required to achieve success, as well as the budget and resources that must
be used to complete the task.
Considerations
The strategic plan involves defining and controlling the businesss future, as well as
its current status. A thoughtfully prepared strategic plan helps the organization to
compete against its competition while controlling its financial standpoint and takes
steps towards achieving its mission. The organizations mission and vision
determines the success of the strategic plan. Without the mission or vision

statements, the strategic plan has no ultimate goal to strive and lacks measurability.
While an organization can have a strategic plan without a mission or vision
statement, the plan is sure to be unsuccessful because it will lack direction which will
reduce the organizations potential for a competitive advantage.

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