Many organizations develop both a mission statement and a vision statement. Whereas the mission statement should answer the question "What is our business?" the vision statement should answer the question "What do we want to become?"
Peter Drucker, who helped define modern management, had this to say about mission statements:
"A business mission is the foundation for priorities, strategies, plans and work assignments. It is the starting point for the design of managerial jobs and, above all, for the design of managerial structures. Nothing may seem simpler or more obvious than to know what a company's business is."
Some companies develop mission statements simply because they feel it is fashionable, rather than out of any real commitment. However firms that develop and systematically revisit their vision and mission statements, treat them as living documents and consider them to be an integral part of the firm's culture realize great benefits. When employees and managers together shape or fashion the vision and mission statement for a company, the resultant document can reflect the personal visions that managers and employees have in their hearts and minds about their own futures. Shared vision creates a commonality of interests that can lift workers out of the monotony of daily work and put them into a new world of opportunity and challenge.
Every organization has a unique purpose and a reason for being. This uniqueness should be reflected in vision and mission statements. The nature of a business vision and mission can represent either a competitive advantage or disadvantage for the company. An organization achieves a heightened sense of purpose when senior leaders, managers and employees develop and communicate a clear business vision and mission.
Mr. Brown brings extensive experience building companies and leading sales, operations and service organizations in technology and healthcare. He is the Executive Director of HealthNet connect and CEO of HNcBNc.
The views and opinions on this blog are my own.
Peter Drucker, Management: Tasks, Responsibilities, and Practices (New York: Harper & Row, 1974)