Mission and Vision Statement

Organizations sometimes summarize goals and objectives into a mission statement and/or a vision statement:
While the existence of a shared mission is extremely useful, many strategy specialists question the requirement for a written mission statement. However, there are many models of strategic planning that start with mission statements, so it is useful to examine them here.
•    A Mission statement: tells you what the company is now. It concentrates on present; it defines the customer(s), critical processes and it informs you about the desired level of performance.
•    A Vision statement: outlines what a company wants to be. It concentrates on future; it is a source of inspiration; it provides clear decision-making criteria.
Many people mistake vision statement for mission statement. The Vision describes a future identity and the Mission describes why it will be achieved. A Mission statement defines the purpose or broader goal for being in existence or in the business. It serves as an ongoing guide without time frame. The mission can remain the same for decades if crafted well. Vision is more specific in terms of objective and future state. Vision is related to some form of achievement if successful.
For example, “We help transport goods and people efficiently and cost effectively without damaging environment” is a mission statement. Ford’s brief but powerful slogan “Quality is Job 1″ could count as a mission statement. “We will be one amongst the top three transporters of goods and people in North America by 2010″ is a vision statement. It is very concrete and unambiguous goal.
A mission statement can resemble a vision statement in a few companies, but that can be a grave mistake. It can confuse people. The vision statement can galvanize the people to achieve defined objectives, even if they are stretch objectives, provided the vision is SMART (Specific, Measurable, Achievable, Relevant and Time bound). A mission statement provides a path to realize the vision in line with its values. These statements have a direct bearing on the bottom-line and success of the organization.
Which comes first? The mission statement or the vision statement? That depends. If you have a new start up business, new program or plan to re engineer your current services, then the vision will guide the mission statement and the rest of the strategic plan. If you have an established business where the mission is established, then many times, the mission guides the vision statement and the rest of the strategic plan. Either way, you need to know where you are, your current resources, your current obstacles, and where you want to go - the vision for the future Features of an effective vision statement may include:
- Clarity and lack of ambiguity Paint a vivid and clear picture, not ambiguous
- Describing a bright future Memorable and engaging expression
- Realistic aspirations, achievable
- Alignment with organizational values and culture, Rational
- Time bound if it talks of achieving any goal or objective
In order to become really effective, an organizational vision statement must (the theory states) become assimilated into the organization’s culture. Leaders have the responsibility of communicating the vision regularly, creating narratives that illustrate the vision, and acting as role-models by embodying the vision, creating short-term objectives compatible with the vision, and encouraging others to craft their own personal vision compatible with the organization’s overall vision.

Mission Statement Components
The vision and mission is important for every organization small, medium or large. The vision tell every individual connected with organization know the about the company long run way.
Vision is important because.
-    It tells everyone about organization dreams which they want to convert into reality.
-    What Organization wants to be in future?
Mission statement answer to questions.
Why the company exists?
What is the philosophy?
Who are there customers?
What is Self-concept of organization?
What products and services they offer to the market?
Is the firm technologically current?
In which markets the firm compete?
Is the firm responsive to social, community and environmental concerns?
Are employees are valuable asset of the firm?

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