1. Vision, Mission, Values & Stakeholder Analysis
Minder Chen
Professor of MIS
Martin V. Smith School of Business and Economics
CSU Channel Islands

2. POLC Framework Creating vision & mission Planning Organizing Leading
Controlling
Creating vision & mission
Formulating strategies
Setting goals
Designing organizations structures
Fostering organization cultures
Providing leadership
Making decisions
Communicating
Working in team
Motivating people
Managing human resources
Measuring performance

3. Learning Objectives
Understand the roles of vision, mission, and values in the strategic planning process
Incorporate stakeholder interests into vision and mission.
Develop statements that articulate organizational vision and mission.

4. Vision Statement
A vision statement looks forward and creates a mental image of the ideal state that the organization wishes to achieve. It is inspirational and should challenge employees.
Questions to consider when drafting vision statements might include:
What problem are we seeking to solve?
Where are we headed?
If we achieved all strategic goals, what would we look like 10 years from now?

5. What is our organization's purpose? Why does our organization exist?
Mission Statement 
A mission statement is a concise explanation of the organization's reason for existence. It describes the organization's purpose and its overall intention. The mission statement supports the vision and serves to communicate purpose and direction to employees, customers, vendors and other stakeholders. 
Questions to consider when drafting mission statements could include: 
What is our organization's purpose?
Why does our organization exist?   

6. Roles Played by Mission and Vision
Communicate the purpose of the organization to stakeholders
Guide strategy development
Develop the measurable goals and objectives by which to gauge the success of the organization’s strategy

7. On Mission and Vision
The vision/mission needs to represent an ambition that stretches far beyond the current resources and capabilities of the company.  Don’t get stuck in the mud of today. Unshackle your thoughts and fly unencumbered in the freedom of tomorrow.
– Gary Hamel and C.K. Prahalad, 1990
Do not be impatient, and don’t look for small advantages. If you are impatient, you will not be thorough. If you look for small advantages, you will never accomplish anything great.
- Confucius, Chinese Philosopher and social critic, 551 BC – 479 BC
《論語‧子路》子夏為莒父宰，問政。子曰：
「無欲速，無見小利。欲速，則不達；見小利，則大事不成。」
(Link)

8. Mission vs. Vision Statements
Mission Statements
Vision Statement
Communicates the organization’s reason for being, and how it aims to serve its key stakeholders
Often integrates a summation of the firm’s values
Mission statements tend to be longer than vision statements
future-oriented declaration of the organization’s purpose and aspirations.
Addresses what a firm wants to become
Vision statements tend to be relatively brief
Answers:
Who are we?
Why does the org exist?
Where are we going?
What is the big dream?

9. Sample Visions
John F. Kennedy's Moon Landing Vision Statement “I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the earth.” JFK, Man on the Moon Speech Joint Session of Congress May 25, 1961
(with video)

10. What values are unique to our organization?
Core Values
A values statement lists the core principles that guide and direct the organization and its culture. In a values-led organization, the values create a moral compass for the organization and its employees. It guides decision-making and establishes a standard against which actions can be assessed. These core values are an internalized framework that is shared and acted on by leadership.
When drafting values statements, questions to consider might include:
What values are unique to our organization?
What values should guide the operations of our company?
What conduct should our employees uphold?

11. Goals Mission Strategy Vision Vision Hierarchy
Core
Values
Communicating purpose of the organization to stakeholders
What we want to become.
Who we are.
What we value.
The strategy is how the firm aims to achieve its vision & mission.
Goals measure how successful the strategy is.

12. Strategy Pyramid Strategy

13. Drucker's the 5 Key Questions About Your Organization
The self-assessment process is a method for assessing what you are doing, why you are doing it, and what you must do to improve an organization's performance.
It asks the five essential questions: 
What is our mission?
Who is our customer?
What does the customer value?
What are our results?   Goals
What is our plan?  Strategy 
Source:

14. The Golden Circle by Simon Sinek
Simon Sinek has a simple but powerful model for inspirational leadership -- starting with a golden circle and the question: "Why?" His examples include Apple, Martin Luther King Jr. and the Wright brothers
(Strategy)
Why
How
What
3 Concentric Circles
Watch

15. Strategic Planning Model**
Org. Values
Vision
Stakeholder's
Interests & Influences **
Organizational Capability
Mission
General Strategy
Environment & Competitors
Performance
Strategic Initiatives 1. 2. 3.
Goals
Adapted from a model by Dr. Bill Cordeiro
1-YR
3-5-YR
Goals
Ranked Goals
Responsible person
Needed Resources
$$$ Time

16. Starbucks 6 Guiding Principles (Core Values)
The following guiding principles will help Starbucks managers measure the appropriateness of their decisions:
Provide a great work environment and treat each other with respect and dignity.
Embrace diversity as an essential component in the way we do business.
Apply the highest standards of excellence to the purchasing, roasting and fresh delivery of our coffee.
Develop enthusiastically satisfied customers all of the time.
Contribute positively to our communities and our environment.
Recognize that profitability is essential to our future success.

17. Google Core Values: Ten things we know to be true
Focus on the user and all else will follow.
It’s best to do one thing really, really well.
Fast is better than slow.
Democracy on the web works.
You don’t need to be at your desk to need an answer.
You can make money without doing evil.
There’s always more information out there.
The need for information crosses all borders.
You can be serious without a suit.
Great just isn’t good enough.

18. Zappos Core Value Be Humble Deliver WOW Through Service
Embrace and Drive Change
Create Fun and A Little Weirdness
Be Adventurous, Creative, and Open-Minded
Pursue Growth and Learning
Build Open and Honest Relationships With Communication
Build a Positive Team and Family Spirit
Do More With Less
Be Passionate and Determined
Be Humble

19. VISION (What do you want?) VALUES (What's important about it?)
V2MOM
VISION (What do you want?)
VALUES (What's important about it?)
METHODS (How do you get it?)
OBSTACLES (What might stand in the way?)
MEASURES (How will you know when you have it?)
CEO of salesforce.com
Check out:

20. V2MOM by Salesforce.com
Vision, Values, Methods, Obstacles, and Measures.
The vision helped us define what we wanted to do.
The values established what was most important about that vision; it set the principles and beliefs that guided it (in priority).
The methods illustrated how we would get the job done by outlining the actions and the steps that everyone needed to take.
The obstacles identified the challenges, problems, and issues we would have to overcome to achieve our vision.
The measures specified the actual result we aimed to achieve; often this was defined as a numerical outcome.

21. Salesforce.com’s First V2MOM, 4/12/1999
Vision Rapidly create a world-class Internet company/site for Sales Force Automation. Values 1. World-class organization 2. Time to market 3. Functional 4. Usability (Amazon quality) 5. Value-added partnerships

22. Methods
1. Hire the team 2. Finalize product specification and technical architecture 3. Rapidly develop the product specification to beta and production stages 4. Build partnerships with big e-commerce, content, and hosting companies 5. Build a launch plan 6. Develop exit strategy: IPO/acquisition

23. Obstacles and Measures
Developers
Product manager/business development person
Measures
Prototype is state-of-the-art
High-quality functional system
Partnerships are online and integrated
Salesforce.com is regarded as leader and visionary
We are all rich

24. Evolving Visions

25. Don’t confuse “stakeholder” with “shareholder”
Stakeholders
Learning Objective: Incorporate stakeholder interests into mission and vision
Definition 
Stakeholders are any individual or group who can affect or is affected by the achievement of an organization’s purpose.
Basically these are the people who have an interest in the organization in some way. For example:
Customers
Employees
Suppliers
Regulators
Activists
Shareholders
Don’t confuse “stakeholder” with “shareholder”

26. Categories of Stakeholders

27. Stakeholders and Mission and Vision
To be successful, an organization needs to:
Meet needs of (enough) stakeholders who are influenced by the organization to ensure demand for goods and/or services.
Comply to (or neutralize) demands from stakeholders with influence over the organization.
What does this mean for CI?
Students need to like it enough to keep coming.
Employees need to like it enough to stay.
Need to keep academic accreditation by accreditation bodies.
State government needs to like it enough to keep it open.
What do I mean by this?

28. Effects on Stakeholders Power/Influence of Stakeholders
Stakeholder Analysis
How do you deal with stakeholders of your mission or strategy?
Determine
Effects on Stakeholders
Identify
Stakeholders
Stakeholder
Map/Matrix
Stakeholder
List
Determine
Power/Influence of Stakeholders
Focus on stakeholders who are strongly affected by organizational decisions and strategies and/or have strong influence.
Rotate attention to various stakeholders based on current situations.
Get some ideas

29. Stakeholder Mapping + +
See + +

30. The End

31. Who are CI’s stakeholders?
Some that I came up with…
Students
Students’ families
…..
Get a list from them.
Compare to mine

32. Steps in Identifying Stakeholders
Step 1: Determining Influences on Mission, Vision, and Strategy Formulation
Step 2: Determining the Effects of Key Decisions on the Stakeholder  
Step 3: Determining Stakeholders' Power and Influence (Interests) over Decisions

33. Strategic Assumptions Surfacing and Testing
SAST is a process which reveals the underlying assumptions of a policy or plan and helps create a map for exploring them. SAST incorporates the following principles:
Adversarial - based on the premise that the best way to test an assumption is to oppose it.
Participative - based on the premise that the knowledge and resources necessary to solve and implement the solution to a complex problem is distributed among a group of individuals.
Integrative - based on the premise that a unified set of assumptions and action plan are needed to guide decision making, and that what comes out of the adversarial and participative elements can be unified.
Managerial mind supporting - based on the premise that exposure to assumption deepens the manager's insight into an organization and its policy, planning, and strategic problems.

34. Mission Statement Vision Statement About Answer Time Function Change
A Mission statement talks about HOW you will get to where you want to be. Defines the purpose and primary objectives related to your customer needs and team values.
A Vision statement outlines WHERE you want to be. Communicates both the purpose and values of your business.
Answer
“What do we do? What makes us different?”
“Where do we aim to be?”
Time
Talk about the present leading to its future.
Talk about your future.
Function
It lists the broad goals for which the organization is formed. Its prime function is internal; to define the key measure or measures of the organization's success and its prime audience is the leadership, team and stockholders.
It lists where you see yourself some years from now. It inspires you to give your best. It shapes your understanding of why you are working here.
Change
Your mission statement may change, but it should still tie back to your core values, customer needs and vision.
As your organization evolves, you might feel tempted to change your vision. However, mission or vision statements explain your organization's foundation, so change should be kept to a minimum.
Developing a statement
What do we do today? For whom do we do it? What is the benefit? In other words, Why we do what we do? What, For Whom and Why?
Where do we want to be going forward? When do we want to reach that stage? How do we want to do it?
Features of an effective statement
Purpose and values of the organization: Who are the organization's primary "clients" (stakeholders)? What are the responsibilities of the organization towards the clients?
Clarity and lack of ambiguity: Describing a bright future (hope); Memorable and engaging expression; realistic aspirations, achievable; alignment with organizational values and culture.
(Link)

36. Passion about the Vision
Passion as Inspiration
“Engaged employees are not just committed. They are not just passionate or proud. They have a line-of-sight on their own future and on the organization’s mission and goals. They are ‘enthused’ and ‘in gear’ using their talents and discretionary effort to make a difference in their employer’s quest for sustainable business success.” -Employee Engagement Report 2008
Passion about the Vision
Additional reference:

37. Stakeholders and Mission and Vision
So which stakeholders do you address in the mission and/or vision statements?
What did CI do?
Placing students at the center of the educational experience, California State University Channel Islands provides undergraduate and graduate education that facilitates learning within and across disciplines through integrative approaches, emphasizes experiential and service learning, and graduates students with multicultural and international perspectives.
Which stakeholders are explicitly named?
Any that are implicitly acknowledged?

38. Disengaged and Dissatisfied Employees
75–80 percent of employees are either “disengaged” or “actively disengaged”
Only 20 percent feel very passionate about their jobs
Less than 15 percent agree that they feel strongly energized by their work
Only 31 percent (strongly or moderately) believe that their employer inspires the best in them
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