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Learning Objectives

1. Be able to define mission and vision.
2. See how values are important for mission and vision.
3. Understand the roles of vision, mission, and values in the P-O-L-C framework.

Mission, Vision, and Values

Mission and vision both relate to an organization’s purpose and are typically communicated in some written form. Mission and vision are statements from the organization that answer questions about who we are, what do we value, and where we’re going. A study by the consulting firm Bain and Company reports that 90% of the 500 firms surveyed issue some form of mission and vision statements (Bart & Baetz, 1998). Moreover, firms with clearly communicated, widely understood, and collectively shared mission and vision have been shown to perform better than those without them, with the caveat that they related to effectiveness only when strategy and goals and objectives were aligned with them as well (Bart, et. al., 2001).

A mission statement communicates the organization’s reason for being, and how it aims to serve its key stakeholders. Customers, employees, and investors are the stakeholders most often emphasized, but other stakeholders like government or communities (i.e., in the form of social or environmental impact) can also be discussed. Mission statements are often longer than vision statements. Sometimes mission statements also include a summation of the firm’s values. Values are the beliefs of an individual or group, and in this case the organization, in which they are emotionally invested. The Starbucks mission statement describes six guiding principles that, as you can see, also communicate the organization’s values:

1. Provide a great work environment and treat each other with respect and dignity.
2. Embrace diversity as an essential component in the way we do business.
3. Apply the highest standards of excellence to the purchasing, roasting and fresh delivery of our coffee.
4. Develop enthusiastically satisfied customers all of the time.
5. Contribute positively to our communities and our environment.
6. Recognize that profitability is essential to our future success (Starbucks, 2008).

Similarly, Toyota declares its global corporate principles to be:

1. Honor the language and spirit of the law of every nation and undertake open and fair corporate activities to be a good corporate citizen of the world.
2. Respect the culture and customs of every nation and contribute to economic and social development through corporate activities in the communities.
3. Dedicate ourselves to providing clean and safe products and to enhancing the quality of life everywhere through all our activities.
4. Create and develop advanced technologies and provide outstanding products and services that fulfill the needs of customers worldwide.
5. Foster a corporate culture that enhances individual creativity and teamwork value, while honoring mutual trust and respect between labor and management.
6. Pursue growth in harmony with the global community through innovative management.
7. Work with business partners in research and creation to achieve stable, long-term growth and mutual benefits, while keeping ourselves open to new partnerships (Toyota, 2008).

A vision statement, in contrast, is a future-oriented declaration of the organization’s purpose and aspirations. In many ways, you can say that the mission statement lays out the organization’s “purpose for being,” and the vision statement then says, “based on that purpose, this is what we want to become.” The strategy should flow directly from the vision, since the strategy is intended to achieve the vision and thus satisfy the organization’s mission. Typically, vision statements are relatively brief, as in the case of Starbuck’s vision statement, which reads: “Establish Starbucks as the premier purveyor of the finest coffee in the world while maintaining our uncompromising principles as we grow (Starbucks, 2008).” Or ad firm Ogilvy & Mather, which states their vision as “an agency defined by its devotion to brands (Ogilvy, 2008).” Sometimes the vision statement is also captured in a short tag line, such as Toyota’s “moving forward” statement that appears in most communications to customers, suppliers, and employees (Toyota, 2008). Similarly, Wal-Mart’s tag-line version of its vision statement is “Save money. Live better (Walmart, 2008).”

Any casual tour of business or organization Web sites will expose you to the range of forms that mission and vision statements can take. To reiterate, mission statements are longer than vision statements, often because they convey the organizations core values. Mission statements answer the questions of “Who are we?” and “What does our organization value?” Vision statements typically take the form of relatively brief, future-oriented statements—vision statements answer the question “Where is this organization going?” Increasingly, organizations also add a values statement which either reaffirms or states outright the organization’s values that might not be evident in the mission or vision statements.

Roles Played by Mission and Vision

Mission and vision statements play three critical roles: (1) communicate the purpose of the organization to stakeholders, (2) inform strategy development, and (3) develop the measurable goals and objectives by which to gauge the success of the organization’s strategy. These interdependent, cascading roles, and the relationships among them, are summarized in the figure.

First, mission and vision provide a vehicle for communicating an organization’s purpose and values to all key stakeholders. Stakeholders are those key parties who have some influence over the organization or stake in its future. You will learn more about stakeholders and stakeholder analysis later in this chapter; however, for now, suffice it to say that some key stakeholders are employees, customers, investors, suppliers, and institutions such as governments. Typically, these statements would be widely circulated and discussed often so that their meaning is widely understood, shared, and internalized. The better employees understand an organization’s purpose, through its mission and vision, the better able they will be to understand the strategy and its implementation.

Second, mission and vision create a target for strategy development. That is, one criterion of a good strategy is how well it helps the firm achieve its mission and vision. To better understand the relationship among mission, vision, and strategy, it is sometimes helpful to visualize them collectively as a funnel. At the broadest part of the funnel, you find the inputs into the mission statement. Toward the narrower part of the funnel, you find the vision statement, which has distilled down the mission in a way that it can guide the development of the strategy. In the narrowest part of the funnel you find the strategy —it is clear and explicit about what the firm will do, and not do, to achieve the vision. Vision statements also provide a bridge between the mission and the strategy. In that sense the best vision statements create a tension and restlessness with regard to the status quo—that is, they should foster a spirit of continuous innovation and improvement. For instance, in the case of Toyota, its “moving forward” vision urges managers to find newer and more environmentally friendly ways of delighting the purchaser of their cars. London Business School professors Gary Hamel and C. K. Prahalad describe this tense relationship between vision and strategy as stretch and ambition. Indeed, in a study of such able competitors as CNN, British Airways, and Sony, they found that these firms displaced competitors with stronger reputations and deeper pockets through their ambition to stretch their organizations in more innovative ways (Hamel & Prahalad, 1993).

Third, mission and vision provide a high-level guide, and the strategy provides a specific guide, to the goals and objectives showing success or failure of the strategy and satisfaction of the larger set of objectives stated in the mission. In the cases of both Starbucks and Toyota, you would expect to see profitability goals, in addition to metrics on customer and employee satisfaction, and social and environmental responsibility.

Key Takeaway

Mission and vision both relate to an organization’s purpose and aspirations, and are typically communicated in some form of brief written statements. A mission statement communicates the organization’s reason for being and how it aspires to serve its key stakeholders. The vision statement is a narrower, future-oriented declaration of the organization’s purpose and aspirations. Together, mission and vision guide strategy development, help communicate the organization’s purpose to stakeholders, and inform the goals and objectives set to determine whether the strategy is on track.

Exercises

1. What is a mission statement?
2. What is a vision statement?
3. How are values important to the content of mission and vision statements?
4. Where does the purpose of mission and vision overlap?
5. How do mission and vision relate to a firm’s strategy?
6. Why are mission and vision important for organizational goals and objectives?

References

Principle 3.7 Download Freelasopainspired 64-bit

Bart, C. K., & Baetz, M. C. (1998). The relationship between mission statements and firm performance: An exploratory study. Journal of Management Studies, 35, 823–853.

Bart, C. K., Bontis, N., & Taggar, S. (2001). A model of the impact of mission statements on firm performance. Management Decision, 39(1), 19–35.

Hamel, G., & Prahalad, C. K. (1993, March–April). Strategy as stretch and leverage. Harvard Business Review, 75–84.

Ogilvy, Retrieved October 27, 2008, from http://www.ogilvy.com/o_mather.

Starbucks, retrieved October 27, 2008, from http://www.starbucks.com/aboutus

Toyota, retrieved October 27, 2008, from http://www.toyota.co.jp/en/vision/philosophy.

Toyota, retrieved October 27, 2008, from http://www.toyota.com/about/our_values/index.html.

Walmart, retrieved October 27, 2008, from http://www.walmart.com.

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3.7 Exercises

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1. For the following series, find an appropriate Box-Cox transformation in order to stabilise the variance.

   • usnetelec
   • usgdp
   • mcopper
   • enplanements

2. Why is a Box-Cox transformation unhelpful for the cangas data?

3. What Box-Cox transformation would you select for your retail data (from Exercise 3 in Section 2.10)?

4. For each of the following series, make a graph of the data. If transforming seems appropriate, do so and describe the effect. dole, usdeaths, bricksq.

5. Calculate the residuals from a seasonal naïve forecast applied to the quarterly Australian beer production data from 1992. The following code will help.

   Test if the residuals are white noise and normally distributed.

   What do you conclude?

6. Repeat the exercise for the WWWusage and bricksq data. Use whichever of naive() or snaive() is more appropriate in each case.

7. Are the following statements true or false? Explain your answer.

   1. Good forecast methods should have normally distributed residuals.
   2. A model with small residuals will give good forecasts.
   3. The best measure of forecast accuracy is MAPE.
   4. If your model doesn’t forecast well, you should make it more complicated.
   5. Always choose the model with the best forecast accuracy as measured on the test set.

8. For your retail time series (from Exercise 3 in Section 2.10):

   1. Split the data into two parts using

   2. Check that your data have been split appropriately by producing the following plot.

   3. Calculate forecasts using snaive applied to myts.train.

   4. Compare the accuracy of your forecasts against the actual values stored in myts.test.

   5. Check the residuals.

      Do the residuals appear to be uncorrelated and normally distributed?

   6. How sensitive are the accuracy measures to the training/test split?

9. visnights contains quarterly visitor nights (in millions) from 1998 to 2016 for twenty regions of Australia.

   1. Use window() to create three training sets for visnights[,'QLDMetro'], omitting the last 1, 2 and 3 years; call these train1, train2, and train3, respectively. For example train1 <- window(visnights[, 'QLDMetro'], end = c(2015, 4)).

   2. Compute one year of forecasts for each training set using the snaive() method. Call these fc1, fc2 and fc3, respectively.

   3. Use accuracy() to compare the MAPE over the three test sets. Comment on these.

10. Use the Dow Jones index (data set dowjones) to do the following:

    1. Produce a time plot of the series.
    2. Produce forecasts using the drift method and plot them.
    3. Show that the forecasts are identical to extending the line drawn between the first and last observations.
    4. Try using some of the other benchmark functions to forecast the same data set. Which do you think is best? Why?

11. Consider the daily closing IBM stock prices (data set ibmclose).

    1. Produce some plots of the data in order to become familiar with it.
    2. Split the data into a training set of 300 observations and a test set of 69 observations.
    3. Try using various benchmark methods to forecast the training set and compare the results on the test set. Which method did best?
    4. Check the residuals of your preferred method. Do they resemble white noise?

12. Consider the sales of new one-family houses in the USA, Jan 1973 – Nov 1995 (data set hsales).

    1. Produce some plots of the data in order to become familiar with it.
    2. Split the hsales data set into a training set and a test set, where the test set is the last two years of data.
    3. Try using various benchmark methods to forecast the training set and compare the results on the test set. Which method did best?
    4. Check the residuals of your preferred method. Do they resemble white noise?