Subj: The Mission / Vision Thing
Date: 08/29/96
To: hrnet@cornell.edu
Marianne Grantz wrote:
The vision is the overall future direction, (compass)
The mission is the focus (map)
The goals/objectives are the instructions on how to get there (directions)
Brody wrote in response:
To me the vision is not the direction but the desired destination.
The mission is our raison d'etre...our reason for being....
The objective is why we are striving for that vision
The goals are milestones to be achieved along the way
Joan Farrell, who would frame things differently, writes:
The vision is who we want to be when we 'grow up' --- the picture of
success.
The mission is how we are going to get there --- the process to be used.
The goals and objectives are the steps we will take now to support our
mission and vision --- the to-do list.
Yours truly posted the following a while back (8/24):
The recent discussion regarding mission statements typifies
the turmoil that characterizes strategic planning. In turn, no
small part of this turmoil stems from a lack of commonly-held
definitions. Authors and experts use the same terms but with
very different meanings.
An important aspect of the discussion is that, despite the fact that
the terms involved are assigned different meanings, the meanings
themselves are few in number and remarkably consistent. For now,
let us refer to these as the "ingredients."
One of these ingredients is some kind of end state, a destination, a
picture of success, what you want to be when you grow up. Whether
you label this as vision, mission, goal, or objective is much less important
than spending some time getting clear about where you are headed.
Another ingredient consists of the activities through which the end state
will be realized. How are you going to get there? Again, whether you
call this the mission, the strategy, the plan, the process, the objectives,
or the steps, is less important than spending some time figuring out how
you're going to get there.
Yet a third ingredient consists of the reasons for making the trip. Why
go? What purpose is to be served? Is the end state simply more attractive
or is the current state untenable? On and on the questions go. Here, too,
whether you refer to the reasons as purposes, motives, drives, mission, or
vision is unimportant and what is important is spending some time thinking
about such matters.
As an old Navyman, one of the things I've missed greatly in the private
sector is what I knew in the Navy as "standard commands." For example,
"load and shoot" meant one thing and one thing only, whereas "commence
fire" meant something else altogether. It seems highly unlikely that any
kind
of standard set of definitions regarding mission, vision, values, goals and
objectives will develop any time soon, but what might work is something
like the following.
>From Column A below, pick a definition. From Column B below, pick
a term to go with it. If you don't like the ones that are there, make your
own list. Once the choices and matches have been made, have senior
management make them the "official" terms and definitions for the
company. Then get on with it.
COLUMN A (DEFINITIONS) COLUMN B (TERMS)
The end state to be achieved. Mission
The means to be used to achieve it. Vision
The path to be taken to the end state. Values
Milestones along the way. Goals
The reason(s) for making the trip. Objectives
The map. Strategy
The traveler(s).
Who we are.
What we do.
Why we do it.
The principles and standards we hold dear.
Our reason for being (raison d'etre).
Our notion of success.
P.S.
It comes as no surprise to me that George Bush never quite got "the vision
thing." There are different metaphors being invoked. Travel is one. Terms
like journey, destination, and map signal its use. At times the focus is on
the destination, and at times it is on the terrain, as is the case with
"path" and "milestones." At other times, the focus is on the traveler, as
when reasons and values are raised. The other metaphor frequently invoked is
one of operation or function as in the transformation of a thing from one
state to another. Again, the focus can be on the operation or the operator
or that which is being operated upon (e.g., the company). Pick a metaphor
and stick with it.
Regards,
Fred Nickols
nickols@aol.com
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