A couple of weeks ago, I wrote a blog entitled ‘Corporate Strategy; Not A New Idea But Not As Old As You Thought.’ In that article, I noted that the “Mission Statement and Objectives – describe the company’s mission, vision and values…..”
I have since received a request asking me to clarify how the Mission Statement also contains the Mission and asking; “aren’t they the same thing?”
The words Mission and Vision frequently generate confusion from senior executives in large corporations to one person operations. Some omit one or the other, some confuse the two and some believe they are both the same thing. I discussed this in ‘The Vision Thing’ in 2010 but, in short, your Mission is why you exist while your Vision is where you are seeking to get to.
But what of the Mission Statement, that much-loved (and abused) adornment of annual reports? If it isn’t the same thing as the Mission then what is it and how do the two differ?
A good Mission Statement should provide a valuable touchstone for management and employees, helping to maintain focus, protecting culture and values while serving as a reminder of the organisation’s purpose(s).
The Mission Statement does not need to be the long rambling, mind-numbing tract seen in some annual reports. In essence its purpose is to cover three bases:
- “Our Mission” – why we are in business; what is our purpose.
- “Our Vision” – where is it we are planning to get to in X number of years.
- “Our Values” – what we stand for, what we believe in, our style and what is important about the way(s) in which we work.
The Mission Statement does not create these elements, it reports them; they should already exist. It is not aspirational although, containing the Vision, should include that aspirational component.
The Mission Statement is never (repeat, never) a strategy. Its components might guide and, in part, inform strategy but it is never the strategy itself.
The confusion around the Mission Statement and its components has led to companies getting it wrong and, in some cases, avoiding having such a statement at all. In some sectors management have shied away from using terms like Vision and Mission, believing (wrongly) they serve little purpose, probably because they are frequently applied so badly.
As a way of addressing this fear of the Mission Statement and/or belief it has little value, I have recently applied a different, plain English, use of terms with some clients which you may find useful (they certainly have):
We replaced the trio of Mission, Vision and Values with a quartet of defining statements:
- Why Are We Here?
- Where Are We Going?
- What Do We Stand For?
- Who Are We?
In answering “why are we here?” the organisation is defining its Mission, regardless of whether that is what they call it. By declaring clearly “where are we going?” the business is putting in place Vision. And by considering “what do we stand for?” and “who are we?” the company Values are declared.
Taking it a step further, my challenge to those organisations with which I have employed this method, is to present the answers to the four questions as a ‘Statement of Intent’ in a way that can be clearly presented and understood on one side of A4 paper.
In achieving this they have created their Mission Statement and included their Mission, Vision and Values. Whether that is what they call them is unimportant. What is important is that they exist, are recorded and can be clearly understood for what they are/say.
If you are getting bogged down in and/or confused by the Mission Statement and its component parts or have avoided addressing them properly at all, give this way of addressing it a go, you will likely find it quite liberating.
In doing so you will also remove all confusion between what is the Mission Statement and what is the Mission.
© Jim Cowan, Cowan Global Limited, June 2013