Shared, because this 1-pager offers a workable way to define these in strategic management system context. May there be fewer lame and limp corporate statements like those you could get from the Corporate BS Generator (the image source).
Gaijin Hero shared the equivalent in human appearance (cosplay character).
Organization Strategy
Vision and mission statements play an important role in strategy development by providing vehicles to generate and screen strategic options. They also provide organizational identity and understanding of business directions.
Vision |
Dream or a picture to be achieved ultimately. |
Created by consensus. Forms mental image of future to which people can align. Describes something possible, not necessarily predictable. Provides direction and focus. Pulls people, who hold it, towards it. |
Mission |
Statement of business. |
States the business reason for the organization's existence. Does not state an outcome. Contains no time limit or measurement. Provides basis for decisions on resource allocation and appropriate objectives. Defines current and future business in terms of product, score, customer, reason, and market price. |
Goals |
Results to be achieved. |
Describes ideal states to be achieved at some unidentified future time. Defined consistent with and related directly to vision and mission. Guide everyday decisions and actions. Do not necessarily deal with measurable results. |
Objectives |
How - Actions and Results - to plan to achieve the desired results. |
Focuses on critical organization issues and milestones. Describe activities to be accomplished to achieve goals. Identify dates when specific results are to be accomplished. Measurable in terms of whether or not they are achieved. They may be changed when necessary for progress towards goals. |
The McKinsey Model (7ss Model)
The premise behind the McKinsey model is that for organizations to function effectively they have to rely on the interdependence of the seven variables:
• Structure: The organizational map/chart (Line of authority and responsibility)
• Strategy: The plan leading to the allocation of resources (Project selection)
• Staff: The people employed (Teamwork, empowerment, participation)
• Style: The management style of the organization (management commitment)
• Systems: Procedures, guidelines and control mechanisms (management of activities)
• Shared Values: The goals shared by all employees (Everyone involved)
• Skills: The strengths and capabilities of all employees (knowledge, tools, techniques available)
The structure and strategy have been classified as hardware variables and the remaining five (Staff, Style, Systems, Shared values, and Skills) have been classified as software variables.
ISO 9000
ISO 9000 is simple, but not too easy. It requires
People (who are ... )
- Organized
- Responsible
- Authorized
- Competent
- Empowered
- Knowledgeable
Processes (that are ... )
- Visible
- Traceable
- Consistent
- Repeatable
- Measurable
- Documentable
Management Involvement
- Focus
- Responsiveness
Documents (that are ... )
- Appropriate
- Relevant
- Simple
- Understandable
Consistent with processes in use ISO 9000 is a "starting place" for all-encompassing quality efforts. ISO 9000 merely stipulates where the documentation is needed, but never dictates how much is required.
ISO 9000 is not a product certification standard; registration in no way measures or recognizes the quality, good or bad, of a company's final product, nor does it mean that two companies with ISO 9000 registrations are equivalent. To presume otherwise is probably the greatest misconception, and perhaps, misuse of ISO 9000 standards. However, ISO 9000 may play a role in product liability and other legal matters through the technical documentation it creates.
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