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The strategic vision statement is a picture of where the organization will be in the future. It defines the direction in which the organization is heading and how it will succeed in reaching its goal. The strategic vision tells the members of the organization “where we are going” and the mission statement tells “who we are” and “what we do. ” The mission statement is the purpose and why the organization exists. It summarizes what the organization does. An organization must have an end to which they are headed. The mission statement guides their decision and determines their strategy.

An organization does not dream up the mission statement, it is created out of a need. The mission statement is a description of the organization’s existence. It is the long run vision of what the organization strives to be, the unique aim that differentiates the organization from similar one and the means by which this differentiation will take place. The mission statement defines the direction in which the organization is heading and how it will succeed in reaching its desired goals. The mission statement is the organization’s calling card.

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It is part of the organization’s identify. When individuals want to research an organization, they first ask to see a copy of the mission statement because it conveys useful information. Characteristics of a Mission Statement The mission statement answers the question why do exist, who do we serve, and what services do we provide? To begin the process of creating a mission statement, it must be based on those three questions. Answering these questions is the guideline for evaluating what is important and to keep the mission statement clear and straightforward.

When developing a mission statement, it should: As Chris Komisarjevsky (2000, p. 61) says, the mission statement must be the viewed by the members of the organization, as their own and one that everyone can be committed to. The mission statement serves as the underpinning of what the organization stands for and how it will behave. It is future oriented and portrays the organization, as it will be. It focuses on one common purpose that is specific and not generic. The most important factor of the mission statement is the ability to state the mission statement clearly.

It should be short so that it easily remembered. If the members can state the mission statement clearly, it shows how well the members know where the organization is going. As Verna Allee (1997, p 191) says, the mission statement should include the organization’s definition of success, descriptions of its values, beliefs, philosophies and objectives. Once the organization has defined its beliefs, this should be used to build and define the mission statement. The mission statement draws on the organization’s belief statement.

An effective mission statement articulates the organization’s essential nature, its values and its work. It unifies the members of the organization at all levels toward a common goal; it communicates the values throughout the organization; it increases commitment from the managers to the workers and it brings clarity to the desired future. As Stephen Covey (1989, p. 101) says, the mission statement should be based on what the organization actually does, what it does uniquely or best and what it strives to do and be.

The process should include where the company is going, what it wants to be and how it will get there. For the process to succeed, it must be managed in a way that the organization is moving in the direction of its vision and mission. The leader should influence and shape the organization’s goals, motivate the members to achieve the goals, define the organization’s culture and influence the behavior of the members without having to rely on force. 4. Communicating the strategic vision. Communicating the strategic vision is one of the most critical tasks and the most important process of the organization.

The key to gaining widespread commitment to the strategic vision, is to present the vision in such a way that the members will want to participate and freely choose to do so. The organization’s success will depend on the clarity of the strategic vision and whether it has incorporated all the reasons for the organization’s existence. Clear concise communication about the strategic vision paves the way for understanding and acceptance. It has a major effect of the members and the performance of the members. Communication is an essential responsibility if the strategic vision is to be executed in any organization.

The organization’s effectiveness hinges on how well the strategic vision and mission statement is communicated, not only to the members but also to the individuals outside of the organization. The power of the strategic vision derives from the ability to capture the hearts and minds of the organization. It must be a shared strategic vision in order to stimulate action and achieve results. For the strategic vision to be effective, it must be well understood and widely shared by everyone within the organization. As Burt Nanus, (p.

157, 1992) says, the strategic vision is the roadmap for the direction the organization will take. It gives strength to overcome challenges. It brings focus to the organization. The strategic vision is what will be communicated as the organization recruit new employees, new partners and new customers. The strategic vision describes where the organization is destined. Displaying the Strategic Vision Finally, the strategic vision statement must be displayed in plain view so that the members of the organization and the public can see the direction the organization must take to get to the future.

Visible display of the strategic vision shows the members of the organization and the public that the organization is committed to accomplishing results. If the strategic vision is worth developing, it should be displayed to the members, customers and others who are interested in the company’s organizational commitment. New employees should be asked to read the strategic vision upon their employment. Management must continuously communicate the strategic vision to the members of the organization until it becomes an integral part of the organization’s culture.

As Nickolson, D. (2000, p 54) says, the purpose of the strategic vision statement is to provide focus and keep the members of the organization energized. It should be displayed at all meetings as a reminder to the organization’s goals. It is to be used to help direct discussions about the responses or any needed course of actions. Returning to the strategic vision reminds the members of the organization about their commitment and the basis for the direction. The strategic vision is a source of inspiration.

It must be kept at all times in the minds of the members so that it will be a movement from something they want to achieve to something we will achieve. It serves as a visible and emotional stimulus toward the process. The members of the organization must be fully aware of the strategic vision and have made a pledge to make it realty. Established in 1988 by Ren Zhengfei, Huawei Technologies is a private high-tech enterprise which specializes in research and development (R&D), production and marketing of communications equipment, and providing customized network services for telecom carriers.

Huawei serves 45 of the top 50 telecoms operators and puts 10 per cent of revenue into R&D each year. In Q3 of 2009, Huawei surpassed Nokia Siemens to became the No. 2 supplier of global mobile network gear after market leader Ericsson. 2. Expressing the mission and vision of SC Huawei Technologies SRL Huawei’s vision: To enrich life through communication. By leveraging experience and expertise in the telecom sector, the aim is to bridge the digital divide and give people the opportunity to join the information age, regardless of their geographic origin.

In order to tackle increasing climate challenges, Huawei has deployed a wide range of green solutions that enable customers to reduce power consumption and carbon emissions, contributing to the sustainable development of the social economy and the environment. Huawei’s Mission: To focus on the customers’ market challenges and needs by providing excellent communications network solutions and services in order to consistently create maximum value for customers. Huawei’s core values are deeply rooted in every aspect of the business.

They are the internal driving force for the Company and are commitments to the ecosystem. These values enable the company to provide effective services to customers and to achieve the vision of “enriching people’s lives through communication”. Customers First – Huawei exists to serve customers, whose demand is the driving force behind the company’s development. They continuously create long-term value for customers by being responsive to their needs and requirements.

The company measures its work against how much value they bring to customers, because Huawei can only succeed through the customers’success. Dedication – Huawei wins customers’ respect and trust primarily through dedication. It includes every effort they make to create value for customers and to improve their capabilities. Huawei values employees’ contributions and reward them accordingly. Continuous Improvement – Continuous improvement is required to become better partners for their customers, improve their company and grow as individuals.

This process requires that Huawei actively listens and learns in order to improve. Openness & Initiative – Driven by customer needs, Huawei passionately pursues customer centric innovations in an open manner. The company believes that business success is the ultimate measure of the value of any technology, product, solution or process improvement. Integrity – Integrity is the most valuable asset. It drives the company to behave honestly and keeps their promises, and, thus, win customers’ trust and respect. Teamwork – Success comes only through teamwork.

By working closely in both good times and bad, Huawei lays the foundation for successful cross-cultural collaboration, streamlined inter-departmental cooperation and efficient processes. As an integral part of the society in which it operates, Huawei firmly believes in contributing back to the local countries and communities in which it operates, and strongly encourages its employees to do likewise. Their aim is to use their expertise in the telecommunications field to enrich the lives of people worldwide who still have limited access to communications in a world where the ability to be connected is increasingly becoming a necessity.

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