8 - Expressing organisational purpose

Question 1

4 elements of org purpose

Answer 1

Vision - what is our picture of the future
Mission - rationale and values - why?
Objectives - identify and clarify aspects of vision and mission
Goals - specific and deliverable objectives

Question 2

Org purpose has to be segregated and viewed from 3 different time dimensions:

Answer 2

Past
Present
Future

Question 3

5 reasons why vision is fundamental aspect of development and challenging of strategy

Answer 3

• Starts the process (awareness of need for change)
• Requires a challenge to the purpose - is this being fulfilled?
• Challenges existing perceived boundaries
• Requires more than just extension of replication of current picture
• Provides challenge for people involved

Question 4

Bennis and Nanus definition of organisational vision

Answer 4

Mental image of a possible and desirable future of the organisation

Question 5

Why is vision so fundamental in dev of strategy

Answer 5

It defines what the strategy is aiming for, and without a vision you can not have a strategy

Question 6

Lynch’s wider definition of org vision

Answer 6

Challenging and imaginative picture of the future role and objectives of an organisation, significantly going beyond its current environment and competitive position

Question 7

What does organisational mission define?

Answer 7

The rationale and the values (of the vision)

Question 8

Maccoby on organisational missions

Answer 8

Needs to be emotionally driven - emotionally charged needs and values of people involved need to be shaped into value system which gives mission an underlying drive and commitment from core players

Question 9

Argenti on mission statements

Answer 9

• More to do with public relations then strategic planning
• Useful crafted output from planning process that should not be an input into that process

Question 10

Ashbridge mission model - 4 elements

Answer 10

• Purpose (why does company exist?)
• Values held by organisation and employees (what are they? who believes in them?)
• Standards and behaviours (how do we achieve this?)
• Strategy (viewed and developed holistically, recognising comp position and USP)

Question 11

What is the point of the Ashridge Mission Model?

Answer 11

Identify and challenge the core drivers and rationale behind an organisation’s mission

Question 12

Distinguish between goals and objectives

Answer 12

Often used interchangeably, usually defined by how each org/individual uses them.

Mintzberg suggested an objective is a goal expressed in the form by which its attainment can be measured

Question 13

What do strategic objectives do?

Answer 13

Place vision and mission into a series of organisational statements and outcomes

Question 14

___________ thinking and ___________ objectives lead to ___________ results

Answer 14

SMART

Question 15

What does SMART stand for?

Answer 15

Specific
Measurable
Attainable
Relevant
Time-bound

Question 16

SMART - are the 5 attributes set?

Answer 16

No, can be changed, just depends on what is most useful for a given org in a given context

Question 17

Purpose of SMART

Answer 17

Simple guide to setting objectives that ensures the objectives are clear, focused and practical

Question 18

What is the ‘triple bottom line’?

Answer 18

• Financial performance
• Addition of value to shareholders and stakeholders
• Impact upon the world (economy, environment and society)

Question 19

What is the ‘triple bottom line’ concept?

Answer 19

Organisations should be looking at three core areas of strategic objective when considering longer-term sustainability

Question 20

Benefit of triple bottom line concept

Answer 20

Maintaining a positive organisational reputation

Question 21

Why should strategic alternatives always be considered?

Answer 21

There will always be more than one way to achieve the desired vision