Igi 2 Mission 9 Objective 6 Download ((BETTER))

The first is a statement of vision. It provides a destination for the organization. Next is a statement of mission. This is a guiding light of how to get to the destination. These are critical statements for the organization and the individuals who run the organization.

Once you have identified what your organization wants to achieve (vision) and generally how the vision will be achieved (mission), the next step is to develop a series of statements specifying how the mission will be utilized to achieve the vision:

Igi 2 Mission 9 Objective 6 Download

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Statements of vision and mission are important so that everyone involved in the organization, including outside stakeholders, understand what the organization will accomplish and how it will be accomplished. In essence this means "keeping everyone on the same page" so they are all "pulling in the same direction".

There is a close relationship between the vision and mission. As the vision statement is a static mental picture of what you want to achieve, the mission statement is a dynamic process of how the vision will be accomplished. To create successful statements, you should keep the following concepts in mind.

Once you have created statements of vision and mission, and possibly core values, you can then develop the strategies, goals, objectives and action plans needed to activate your mission and achieve your vision.

Action plans may be simple statements or full blown and detailed business plans where goals and objectives are also included. Action plans may also be used to implement an entire strategy (called strategic planning).

To help you understand the relationship between each of these statements, examples of strategies, goals, objectives and action plans are shown for a business organization designed to improve the rural economy through developing rural businesses. Remember, the vision is what you want to accomplish. Mission is a general statement of how you will achieve your vision. Strategies are a series of ways of using the mission to achieve the vision. Goals are statements of what needs to be accomplished to implement the strategy. Objectives are specific actions and timelines for achieving the goal. Action plans are specific actions that need to be taken for reaching the milestones within the timeline of the objectives.

This is the somewhat contentious part. Some will argue "no, you can't put strategy before a goal or objective," where others would argue the opposite. The same is true for Vision and Mission statements. I'm going to just put a stick in the ground with the following order, and then explain why. The goal here is to come out of this with some clarity as to what steps, in what order, are most likely to get us consistently to successful outcomes.

Do you need this? Maybe you can progress with simple goals and objectives. The trouble emerges when you run into challenges with lower order choices. How do you determine direction? What's your so-called "North Star?" Without some higher order overarching story and direction, you're going to find yourself somewhat lost. You have no criteria for choice. Any progress you make is more likely due to past momentum, luck, or leadership intuition. And those three things, while perhaps amazing and even somewhat magical, aren't necessarily by design. So maybe not consistently repeatable over time.

What is it? The mission statement is about your high level purpose. What are you doing now and what's your intent over the next handful of years. The point is that it's about what you're doing and for whom and what the benefits may be. It answers the questions: "What are you doing and what do you intend to do near term; and how does this differentiate you, if at all? Where should you focus your attention?" The result is ideally directional. This mission - even if done well - may occasionally change over long periods of time. Generally, it's been said that Mission might be more about who, and how. It's what you do every day.

The Mission clarifies what you're doing and for whom and perhaps how. It's going to drive overall strategy, as well as inform more specific goals and objectives. The things you do, from actual behavior to messaging, should align with your Mission. (And your Vision of course.) Otherwise, what are you? What is your brand anyway? One problem with the whole "Which comes first, Vision or Mission" thing is possibly due to the definition being somewhat dual purpose. That is, long ago, someone somewhere saddled mission with the ideas of both "purpose" and "what you're doing now." That's a problem. If it was just purpose alone, maybe it could be argued it would come before vision. But when you add in what you're doing, that's more of an activity.

Importantly, your Mission also should help you decide what you should not be doing. That is, while vision might be somewhat abstract when thinking about alignment of strategy, goals, objectives and tactics, mission should not be. Any of the lower order activities down to the tactical level should be able to be clearly aligned with mission. If not, then something is likely wrong; either the Mission or what you're doing.

Corporate Strategy, (or Business Strategy), is about focus on whom you are servicing and what you're trying to deliver. It's about the general marketplace. And practically by definition, includes the idea of resource allocation. (In this case, at least at a very high level.) This is where things can and do start to get confusing. Generally, you'll see Goals or Objectives before Strategy. And this makes sense at Business Unit and Product levels. But not necessarily at a corporate level. At the Corporate level it's fine and sensible to have a general strategy because the Vision and Mission already serve as your high level objectives, even if this may be at an abstract level. And while the overarching corporate level strategy may change from time to time, it can still remain somewhat constant, whereas the bits and pieces that will follow may pivot more frequently in an attempt to hit specific targets.

Here's a made up example for a company that provides equipment for firefighters. This could be a very high level corporate strategy alone, lacking the goals / objectives and detailed strategy and tactics needed to make just about anything. But it's a perfectly fine high level directional corporate strategy. It does offer direction on what to do and maybe it feels a bit like a goal given there's a time constraint; but it's really high level. It's scoping out a high level business category; it's not deeply useful from an operational perspective.

Now that we've reached the Business Unit or Product level, here's where goals become primary. We often hear "goals and objectives" together, but right now, we're intentionally trying to thread some needles. We're trying for precision in language and approach.

In any case, we're already in trouble again in the definition department. The words "goals" and "objectives" are quite similar. Depending on which dictionary you choose, these are all but synonymous. And you will hear the term SMART goals a lot. (Specific, measurable, attainable, realistic/relevant, and time-sensitive.) And yes, you can use SMART goals here, though I'm suggesting SMART goals, (even though they've got the word 'goals' in the title), really belong under objectives.

You can easily search and find write-ups similar to this one that define goals as specific, detailed outcomes and others that say they're still more intangible. I'm suggesting that goals should be defined at a somewhat high directional level, but still have KPIs if at all possible. Apparently, there's some ambiguity in the words goals vs. objectives and there's no Master Product Management Council that can force a consensus. So just pick what word you're going to use for this level; I say it's Goal. And that Goals, (even if defined with specific numbers), are still fairly general as compared to Objectives.

Once again, note that there are those out there who suggest otherwise. They believe that goals are less fuzzy, and it's only at the Objective level that you get a lot more specific. The reason I'm suggesting otherwise has to do with hierarchy and to achieve clarity around managing specific programs. It's not hard to see how achievement of a goal might require multiple activities. (And I think it makes sense to call these Objectives.) And each Objective might in turn suggest multiple tactics or whole programs around achieving particular Objective targets. If we don't do it like this, we just get into an ever more hazy confusion about definitions. Looking from top to bottom, "What are we trying to do and what are the steps to do it," and if looking from bottom to top, "These are the activities that will roll up from tactics, to objectives to goals, that achieve our strategies taking us towards our vision."

I've seen write-ups that refer to goals as high level with objectives being specific, but where the author than outright says things like use the SMART goal setting method for tactics. That's fine. It's kind of what I'm saying here. But when I've read these blogs or chapters, it's hard to tell which is it that's specific then? It's all gotten very jumbled up. And unnecessarily so. If an author or consultant wants to suggest that goals remain intangible and only objectives get KPI specific, than fine. But at the very least they should clarify the oddity that they sometimes refer to SMART goals. The SMART goals framework was led by George Doran in 1981. Though he sadly left things open in terms of trying to close out the Goals vs. Objectives debate. In fact, he said it really doesn't matter how we define goals vs objectives. And we should stop wasting time on it. (Ooops, too late. My fault. Sorry. I do think it's important.) The main takeaway from what he said is "Just pick one."

Similar to Marketing Strategy, this plan may live in multiple places. It likely includes elements of other strategic planning efforts. But it's clearly focused on how your organization intends to communicate effectively with its various stakeholders. And it should of course do so in such a way as to achieve organizational objectives, strategies, goals, mission, vision. The individual line items in a Communications Strategy, (or the whole thing), are arguably tactics in support of these higher level elements. Again, the possible exception being an overarching Brand story with associated style guides. ff782bc1db