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You can always go back to your mission and values to check whether an idea really fits with who you are and what you are primarily about. To get started find out: Does your agency have a written mission statement that accurately captures who you are and what you are about? If so, what is that statement? If not, how will you develop one? Are there commonly held values that shape how your mission is carried out? If so, what are those values? To assess your current mission statement and values, you could: Work it through yourself and then ask others for feedback Recruit a small volunteer working group to represent various points of view and work with them Conduct information-gathering activities with key stakeholders together in a group Hold a focus group with key stakeholders Have stakeholders answer a series of key questions, either in the form of a survey or a structured interview Key questions for mission and values Here are some key questions to ask about your mission statement and values.
Who are we? Why do we exist? What needs do we meet? In general, how do we respond to these needs? We do that by living our strategy and ruthlessly prioritizing our work to create simple elegant technology that delights our customers — all while delivering service that is second to none.
Every single day, we join forces across teams and groups to break down barriers, build new markets and stare down the impossible until the impossible blinks.
Vision: We will radically shift the global economy toward small business by empowering people to easily start, confidently grow and successfully run their own ventures. Company: Caterpillar. Mission: To enable economic growth through infrastructure and energy development, and to provide solutions that support communities and protect the planet.
Company: Toyota USA. Mission: To attract and attain customers with high-valued products and services and the most satisfying ownership experience in America. Even in a highly competitive industry, their vision states that they will become the best car company in the country.
Company: Samsung. Why it works: Samsung has a mixed bag for its mission and vision statements. Company: Wikimedia. Mission: To empower and engage people around the world to collect and develop educational content under a free license or in the public domain, and to disseminate it effectively and globally. Vision: Imagine a world in which every single human being can freely share in the sum of all knowledge.
Company: Ebay. Vision: Our vision for commerce is one that is enabled by people, powered by technology, and open to everyone. Company: Ikea. Mission: Offer a wide range of well-designed, functional home furnishing products at prices so low that as many people as possible will be able to afford them.
Company: Cisco. Mission: Shape the future of the Internet by creating unprecedented value and opportunity for our customers, employees, investors, and ecosystem partners. Why it works: Cisco decided on a blended mission and vision statement.
Company: Sony. Vision: Using our unlimited passion for technology, content and services to deliver groundbreaking new excitement and entertainment, as only Sony can.
Company: Southwest Airlines. Mission: The mission of Southwest Airlines is dedication to the highest quality of customer service delivered with a sense of warmth, friendliness, individual pride, and company spirit. Why it works: Southwest Airlines tells us right up front that quality customer service is their mission. Company: ADP. Mission: Power organizations with insightful solutions that drive business success.
Company: Kaiser Permanente. Mission: Kaiser Permanente exists to provide high-quality, affordable health care services and to improve the health of our members and the communities we serve.
Vision: We are trusted partners in total health, collaborating with people to help them thrive and creating communities that are among the healthiest in the nation. Company: Coinbase. Mission: The mission of Coinbase is to create an open financial system for the world. All these mandates are important and must be made known to all the strategists tapped to create a strategic plan because many of these expenses are recurring and must be included in the plan. Also, the type of license an organization has may prevent it from certain expansion plans.
For example, if the organization accepted a government grant for job training in a section of a county that is labeled as an at risk area for students to complete high school creating high unemployment in the community, then the organization cannot move its facilities for a set number of years. Or an organization was looking at employee retention and decided to add a cafeteria with one free meal a day for everyone. There are some employee health insurance policies where the rates would increase if such a facility was on the premises because the insurer has an understanding that cafeteria-type food is fattening and employee's health will deteriorate having a free fatty meal every day.
On the other hand, there are insurers who would lower the company's rates if they were to hire a dietitian and offer healthy low-fat meals to all employees. So it pays to look over all the mandates and understand all the rules, regulations, stipulations, and fees that are involved with each.
Mandates are critical and can change the whole strategic plan of an organization. Look at one mandate created by the government that seemed like a great idea, and there have been examples cited of it helping people so the mandate has its followers and those who follow it because its law — mandatory health care and government subsidized insurance.
This one mandate has changed the whole scope of the nation's workforce. Many major companies have strictly reduced its full time employees and gone to a majority part-time workforce to avoid hefty required medical insurance premiums. Some small organizations have gone from a part-time workforce to a contract workforce or they pay placement agencies for a "rental" workforce to avoid the expense and hefty fines for noncompliance. Mandates create expense, time, manpower, and limitations on what an organization can and cannot do, so their requirements must be known when forming a strategic plan.
Informal mandates tread in dangerous territory. They are known by many different names — freebies, perks, bonuses, traditions, benefits, and gifts — to name a few. Some of the informal mandates created by organizations were viable and critical assets in the early stages of an organization. They seemed simple in nature, but they attracted customers and created positive memories that brought the next generation of customers into the business or organization.
Other informal mandates kept employees loyal to their organization even when a larger salary was offered from a rival. Many times, informal mandates offer a perceived value that outweighed their monetary value. One simple example that many businesses practiced was free balloons to children. This practice was wide-spread a few years back, but between the rise of gas prices, a world shortage of helium, and environmentalists citing the ill-effects of the rubber and vinyl on nature, companies slowly stopped the practice.
But some of the traditions did not quietly go away. Look at the free peanuts on commercial flights. After the September 11 terrorist attacks, airline tickets rose sharply while the services and amenities have declined. And consumers had much to say about the peanuts' demise, along with the other services. But the airline industry was adamant and still stocks food for its passengers, but at a premium price. While it seems unfair to the customers and a trivial expense, in today's tight economy organizations are taking serious looks at their informal mandate practices.
For years many organizations gave Christmas bonus checks or growth percentage bonuses. Many organizations have done away with the practices while others now offer Christmas savings plans in partnerships with various credit unions. The types of tools are great incentives for employees, but can be costly for the organization with taxes and misperceptions among employees.
This makes complete sense to me: for most organizations, the mandate statement in their articles of incorporation or letters patent is drier and more general than the directive they articulate for their strategic plan.
The values, embodied in the Prime Directive, have inspired endless discussion in fan literature to this day, as a quick Google search will confirm!
As for ACCA, we had a productive and exciting day that yielded renewed mission and vision statements for the association. ACCA has now released the final version:. Customer List. Customer Orientation. Digital Strategies.
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