To prepare for expansion, take stock of your company's capabilities through a formal planning exercise.
Q: Hi. I read your response to Mr J. Bolinao who wanted help in the preparation of a strategic plan for his company.
My need is similar but more basic. I want to develop a simple vision and mission statement for my small but dynamic (ehem) IT firm. I couldn't pay my people very upscale salaries, so they would stay. They're very good IT people, mind you and I am afraid I might lose them to greener pastures like those abroad. But perhaps, developing in them a deep sense of purpose and belongingness would help.
They say it is stupid to make a statement of a firm's purpose since all companies exist to make profit anyway. I refuse to believe that profit is the end-all of all businesses — not my business anyway! Can you share with me some basics in developing VM statements. If you don't mind, please give examples — as much as possible, local ones.
— Manny F., Iloilo City
A: People sometimes say that it is pointless to develop a sense of purpose for a business. There already is a purpose: “To maximize return on investment to shareholders.” Obviously, making money is important, but to confuse the essential requirement for advancing in the game with the deeper rationale is a great mistake. Right on, Manny -- money is not the end-all! Focusing on profit making at the expense of other purposes will distract an organization's competitive advantage.
Developing the Vision Statement
An organization's vision is what keeps its members moving forward, even against discouraging odds. For example, Tahanang Walang Hagdan may envision a nation where every physically impaired Filipino will be productively engaged in a job or trade which will give him or her both economic and psychic rewards. Every telephone organization is tied to the original vision of Alexander Graham Bell — to provide a tool for universal communication. Vision is the most powerful motivator in an organization. If it's vivid and meaningful enough, people can do astounding things to bring it to realization. But if it is lacking, no amount of resources will be able to get people moving.
Guidelines:
* The vision statement includes a vivid description of the organization as it effectively carries out its operations.
* Developing a vision statement can be quick culture-specific, i.e. participants may use methods ranging from highly analytical and rational to highly creative and divergent, e.g. focused discussions, divergent experiences around daydreams, sharing stories, etc. Therefore visit with the participants how they might like to arrive at description of their organizational vision.
* Developing the vision can be the most enjoyable part of planning, but the part where time easily flies.
* Note that originally, the vision was a compelling description of the state and function of the organization once it had implemented the strategic plan, i.e. a very attractive image toward which the organization was attracted and guided by the strategic plan. Recently, the vision has become more of a motivational tool, too often including highly idealistic phrasing and activities which the organization cannot realistically aspire to.
Examples
“To alleviate the quality of life of the rural poor in Zambales by providing them opportunities for employment and self-employment.” — an NGO
“To provide a tool for universal communication.” - Alexander Bell
“We envision a nation where every school-age child will have access to computers and know how to broaden his world with its use.” — a computer company
As you can see, vision-mission setting is not as simple and easy as it might seem at first. But it should be well worth the time and effort you invest in it.
Source: Philstar
Q: Hi. I read your response to Mr J. Bolinao who wanted help in the preparation of a strategic plan for his company.
My need is similar but more basic. I want to develop a simple vision and mission statement for my small but dynamic (ehem) IT firm. I couldn't pay my people very upscale salaries, so they would stay. They're very good IT people, mind you and I am afraid I might lose them to greener pastures like those abroad. But perhaps, developing in them a deep sense of purpose and belongingness would help.
They say it is stupid to make a statement of a firm's purpose since all companies exist to make profit anyway. I refuse to believe that profit is the end-all of all businesses — not my business anyway! Can you share with me some basics in developing VM statements. If you don't mind, please give examples — as much as possible, local ones.
— Manny F., Iloilo City
A: People sometimes say that it is pointless to develop a sense of purpose for a business. There already is a purpose: “To maximize return on investment to shareholders.” Obviously, making money is important, but to confuse the essential requirement for advancing in the game with the deeper rationale is a great mistake. Right on, Manny -- money is not the end-all! Focusing on profit making at the expense of other purposes will distract an organization's competitive advantage.
Developing the Vision Statement
An organization's vision is what keeps its members moving forward, even against discouraging odds. For example, Tahanang Walang Hagdan may envision a nation where every physically impaired Filipino will be productively engaged in a job or trade which will give him or her both economic and psychic rewards. Every telephone organization is tied to the original vision of Alexander Graham Bell — to provide a tool for universal communication. Vision is the most powerful motivator in an organization. If it's vivid and meaningful enough, people can do astounding things to bring it to realization. But if it is lacking, no amount of resources will be able to get people moving.
Guidelines:
* The vision statement includes a vivid description of the organization as it effectively carries out its operations.
* Developing a vision statement can be quick culture-specific, i.e. participants may use methods ranging from highly analytical and rational to highly creative and divergent, e.g. focused discussions, divergent experiences around daydreams, sharing stories, etc. Therefore visit with the participants how they might like to arrive at description of their organizational vision.
* Developing the vision can be the most enjoyable part of planning, but the part where time easily flies.
* Note that originally, the vision was a compelling description of the state and function of the organization once it had implemented the strategic plan, i.e. a very attractive image toward which the organization was attracted and guided by the strategic plan. Recently, the vision has become more of a motivational tool, too often including highly idealistic phrasing and activities which the organization cannot realistically aspire to.
Examples
“To alleviate the quality of life of the rural poor in Zambales by providing them opportunities for employment and self-employment.” — an NGO
“To provide a tool for universal communication.” - Alexander Bell
“We envision a nation where every school-age child will have access to computers and know how to broaden his world with its use.” — a computer company
As you can see, vision-mission setting is not as simple and easy as it might seem at first. But it should be well worth the time and effort you invest in it.
Source: Philstar
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