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Here are two examples of visions or BHAGs that were very lofty at the time they were established: A competitive advantage is simply the answer to: “What is your organization best at?” Your competitive advantage is what your organization does or potentially could do better than similar organizations.To build a solid foundation for a successful organization, it is essential to have a written, clear, concise and consistent mission statement that simply explains who you are and why you exist.
When values and beliefs are deeply ingrained and widely shared by directors, managers and staff, they become a way of life within the organization, and they mold organizational strategy.
Here are some guidelines in developing core values: Here is what Herb Kelleher, former CEO of Southwest Airlines had to say about core values.
Values are deeply held convictions, priorities, and underlying assumptions that influence the attitudes and behaviors of your organization.
Strong values account for why some organizations gain a reputation for such strategic traits as leadership, product innovation, and total customer satisfaction. An organization’s values can dominate the kind of strategic moves it considers or rejects.
clearly delineates the guiding principles of your organization, how you want your staff to behave and interact.
Because these three statements are foundational to an effective strategic plan, take the time you and your team need to get them right.
They are the beliefs that guide the conduct, activities and goals of your organization.
They establish why you do what you do and what you stand for.
But the motivation was not strategy, it was core values.” Vision statement – this statement reflects the specific mountain you are currently trying to climb – the “where.” A vision is a picture of what your organization’s future makeup will be and where you are headed.
Vision provides a clear mental picture of what your organization will look like in 5 to 10 years from now.