Your Vision for the organization describes what you would like your
organization to be in the future. A vision is not a statement of
who we are or what we do, but of what we would like to become.
What does the organization aspire to become?
The Vision begins to define the direction of the organization.
The Mission of an organization is a concise statement defining
the overall purpose and scope of responsibility of an organization.
It explains the reason the organization exists.
Values are commonly-held beliefs to which an organization commits itself.
Ultimately and ideally, an organization's Values should guide the behavior of
every individual within the organization. Examples of Values include Integrity,
Professionalism, and Community Mindedness
Constituent Groups are any group that can have a positive or adverse
impact on your business. They cannot dictate what you can do.
However, they can create problems by disagreeing with what you choose to do.
They are sometimes referred to as stakeholders because they have a stake in how you
operate your organization.
An organization's Goals are the fundamentals that guide and characterize the business,
such as continuous growth or market leadership. A Goal is usually enduring and timeless.
Goals are developed to recognize important constituent groups.
Assumptions are defined as developments over which you may have limited control,
and which may have a major impact on your Goals and Objectives.
The Assumptions define your environment and should be constantly tested against current experiences.
Strengths are significant positive factors or competitive advantages
within an organization that may be capitalized on in the future.
These are the things that the organization does better than the
competition and that have contributed to the organization's success.
Weaknesses are significant negative factors or competitive disadvantages
within an organization that may prevent that organization from obtaining its
goals and objectives.
Opportunities are major external situations or events that may exist
now or will occur in the future that, if exploited, could improve
organizational performance.
The Long-Term Objectives define what the organization wants to
achieve in the long term. Long term is defined by most organizations as
five years, but you may set your own time frame. These objectives should
be measurable and attainable by a specific date.
SHORT-TERM OBJECTIVES
Short-Term Objectives should also be measurable and attainable
by a specific date - usually one year.
Critical Issues are issues that must be addressed in order to
achieve the corporate objectives. These are the barriers that stand
in the way of the organization's ultimate success.
Key Decisions are statements of strategy outlining how the company
will address specific critical issues. Each Critical Issue should have at
least one Key Decision to address it. Some Critical Issues will have several
Key Decisions. The Key Decision should include identification of the
individual(s) responsible for implementation and the general timeframe.