Beruflich Dokumente
Kultur Dokumente
Page 1 of 6
http://www.threesigma.com/mission_operationalprint.htm
17-Feb-12
Page 2 of 6
commitment than one perceived to be superficial or self-serving. For example, expanding mans knowledge of the universe would probably be perceived as nobler than conducting scientific research in outer space. Either statement could define the organizations purpose but which one is chosen would likely have a significant impact on the level of commitment, energy, and enthusiasm it receives from its workforce and supporters (i.e. the Congress). Vision is a picture of what the organization is trying to accomplish in carrying out its purpose. It describes how the organization intends to focus its role or business in the future. It answers the question, What are we trying to create or achieve? The vision statement should describe what will be accomplished, where and for whom. While purpose tends to be abstract, vision is specific and measurable or at least assessable. Examples: Our vision is to be the worlds leading developer of synthetic materials and fabrics for commercial and industrial applications. Our vision is to put a man on the moon and return him safely. While purpose may not be unique, vision is unique and differentiates the organization from others. The perceived gap between your organizations vision and its current reality is the source of the emotional energy that drives its actions. Purpose and vision are often used synonymously with mission. This approach has some pitfalls. Using only the purpose as the mission statement does not communicate what the organization does or what it wants to accomplish. Example: Our mission is to create better things for better living through chemistry. Since there is no gap between current reality and vision, this statement does not generate any emotional energy to drive its activities. Using only the vision as the mission statement leaves out why the organization is engaged in this activity and why people should be committed to it. Example: Our mission is to put a man on the moon and return him safely. Since there is no stated reason for this effort, there is nothing to inspire commitment. These statements can generate short-term enthusiasm but provide no enduring reason to maintain this support when things get tough. Combining purpose and vision creates a more meaningful mission statement describing why the organization exists and what it intends to accomplish. Our mission is to create better things for better living through chemistry by becoming a world leading in developer of synthetic materials and fibers for commercial and industrial applications. This mission statement is capable of generating commitment from its sense of purpose and emotional energy from its vision. This website provides some models that will help you identify and examine your beliefs and assumptions and clarify your organization's purpose and vision. See Examine Your Business Theory and A Strategic Thinking and Planning Workbook for Social Entrepreneurs and Nonprofit Executives.
http://www.threesigma.com/mission_operationalprint.htm
17-Feb-12
Page 3 of 6
develop a greater understanding of their organizations mission and the leaders task in converting it to work. 1. What do you believe is the fundamental reason for your organizations existence, its purpose? Purpose answers the question, "Why are we doing the things we are doing?" Use your answer to this question to draft a statement defining your perception of your organization's purpose. 2. What are the core beliefs and assumptions that explain and provide the rationale for your perception of your organizations purpose? Core beliefs and assumptions answer the question, Why are the things we are doing important? Core beliefs and assumptions provide the logic that identifies the need your organization intends to fulfill, They are the source of the emotion that fuels commitment and support for your organization. They define your organizations role in society and identify the recipients and beneficiaries of its products and services. List the key beliefs and assumptions that you feel explain your organization's purpose. 3. What work does your organization do to accomplish its purpose and who are the beneficiaries and recipients of its efforts? Your organizations work defines how it contributes to society and what it does to carry out its purpose. Organizing and accomplishing work is how the leader achieves results. Your organization's work must remain focused on those who are supposed to benefit from its results. 4. What is your vision for the organization? Vision answers the question, "What are we trying to accomplish, where, and for whom?" Vision is usually expressed as a single overarching goal describing what the organization intends to accomplish. Use your answers to these questions to draft a statement describing how you define your organization's vision. NOTE The leaders perception and definition of the organizations purpose and vision sets its direction, scope, and energy level. Therefore it must be consistent with the formal or implied mission of the organization. 5. How will you measure vision attainment? Identify the quantifiable indicators you will use to measure vision attainment and the values of these indicators that will define success. 6. What are your key goals? Goals are subdivisions of your vision that describe the operating, financial, social, and
http://www.threesigma.com/mission_operationalprint.htm
17-Feb-12
Page 4 of 6
other conditions you must bring about to achieve your vision. Goals provide clarity and depth to your vision. They breakdown your vision into functions that identify the key activities that must be accomplished. Goals establish the framework for formulating strategy and setting objectives. 7. How do you measure these results? Identify the quantifiable indicators you will use to measure goal accomplishment and the values of these indicators that will define success. Write your goals and define how you will measure accomplishment.
http://www.threesigma.com/mission_operationalprint.htm
17-Feb-12
Page 5 of 6
Setting Objectives
Setting objectives is the critical step in transforming your mission into work. Objectives are the basis for work and assignments. Objectives should define the work to be done with clear, unambiguous, measurable results, the timetable for completion, and the individual accountable. Objectives are the vehicle for strategy implementation. The work of setting objectives, work planning, and performance measurement is simplified by an organizational structure that identifies the functional activity needed to accomplish the organizations work and facilitates communications among those accountable for results. A formal organizational structure establishes accountability for results and clear lines of communication. Three Sigma has a model that can help you plan your work. See www.threesigma.com/perfmeas_model. What is the work you must accomplish to achieve your goals? List the objectives describing the work required to accomplish each of your goals. Objectives are based on expectations which are informed guesses at best and depend on many factors that are beyond your control. Therefore detailed planning more than 12 months into the future is usually unproductive. The time required for goal accomplishment may extend beyond the time frame that can be reasonably planned so designing objectives in work tasks of 12 months or less will make planning easier and provide the flexibility to adjust to future uncertainties. Objectives should include the critical performance standards required by your tactics and strategy. What operating profit or operating margin will be needed to accomplish these objectives? Balance these objectives against your profit or operating margin expectations. The human, physical, and financial resources required must be identified and provided to those accountable for results. Objectives must be balanced against attainable profitability. Profit planning is essential to ensure these objectives do not exceed the profitability with which the organization can expect to operate.
http://www.threesigma.com/mission_operationalprint.htm
17-Feb-12
Page 6 of 6
Model will show you how to determine your operating profit requirements. Performance Measurement 101 will show you how to develop a performance measurement process. THREE SIGMA CAN HELP YOU EXAMINE YOUR MISSION AND ADJUST IT TO YOUR CURRENT REALITY (TheCoach@ThreeSigma.com). Return to Analytical Tools and Models
http://www.threesigma.com/mission_operationalprint.htm
17-Feb-12